The URL can be used to link to this page

CCR1997291COMMON COUNCIL -CITY OF MUSKEG0 RESOLUTION #291-97 RESOLUTION TO APPROVE AGREEMENT BETWEEN COMMONWEALTH PERSONNEL MANAGEMENT SERVICES AND THE CITY OF MUSKEG0 BE IT RESOLVED That the Common Council of the City of Muskego does hereby approve the attached Agreement between Commonwealth Personnel Management Services (CPMS) and the City of Muskego to conduct an exempt employees' compensation system audit for the City of Muskego, Wisconsin as described in its proposal. BE IT FURTHER RESOLVED That the Mayor is authorized to make any necessary technical changes to'the Agreement, in consultation with the City Attorney, and is authorized to execute the Agreement in the name of the City. DATEDTHIS 18th DAY OF DECEMBER 1997 SPONSORED BY: David L. De Angelis, Mayor This is to certify that this is a true and accurate copy of Resolution #291-97 which was adopted by the Common Council of the City of Muskego. .* 12197jmb lL/16/197! 8x2 4145489211 ARENL MULltK M4LY P'Cbt 131 December 16, 1997 VIA FAX, 1 PAGE Mayor David L. De Angelis CITY OF MUSKEGO Muskego, Wisconsin 53150-0749 Post Off ice BOX 749 Re: -ma l€ e 1 Dear Mayor De Angelis: I am in receipt of the proposed agreement with commonwealth PerBonnel Management Services. I have not received a COPY of Exhibit A and presume that that is not necessary and that you are Satisfied with the detail provided as to what they will do under the Contract. I have the following comments as to the agreement as to form: 1 The initial paragraph should define whether Commonwealth Personnel Management Services is a corporation, partnership or other type of legal entity. This should also be defined on the signature line. 2. As to Paragraphs 1 and 2, again, I refer you to Exhibit A, which should meet with your satisfaction as to detail. 3. As to Paragraphs 4 and 5, I note that they indicate the fee shall not exceed $7,700.00, but then go on to say how the fee will be broken down, which appears to assume that no matter what, the fee will be $7,700.00, If thie is truly a not to exceed fee, it should indicate an hourly basis or other basis by which the fee could be lese thar, S7,700.00. There also appears to be no basis for when the secznd invoice will be received and paid be the City. 4 AS to Paragraph 6, it does not define how theae fees will be determined. 5 AB to Paragraph 13, please note existing copyright. If Yo" have any further questions, please feel free to contact me. Sincerely, c DSM/pw Donald S. Molter, Jr. CC: Ms. Jean Marenda, Clerk (Via Fax, 1 Page) IWhton, IL 60187 e301 653-1361 I TRANSMISSION Fax: [630] 752-8751 CONFIDENTIAL FAX IPresident To: David Dehgelis Mayor Company City of Muskego Fax Number: 1311-679-5630 - Date 12/16/97 From Bart Gethmann Fax Number . 1-630-752-8751 Company . Commonwealth Pers. Mngt. Svcs. Comments: @ear Mayor DeAngelis; This fax includes the changes your City Attorney suggested I make in paragraphs 4, 5 & 6 of the original draft agreement I sent you in early December The notation about paragraph 13 is only a note to indicate that our guide charts are copyrighted. I'm planning to be in Muskego at 10 AM on Dec. 22 to make an initial orientation session presentation to your staff. Please call me with any questions you may have. Sincerely, Bart Gethmann 0 WlnFax PFiO Cover Page ~~ ~~ COMMONW€AL~~~P€RSONN€L MANAGCMCNT SCRUICCS 1280 Kent 0 Wheaton, lL60187 0 17081 653-1361 0 FAX 17081 752-8751 AGREEMENT This agreement is entered into this nineteenth (19th) day of December, 1997, by and between the City of Muskego, Wisconsin, [Mm~c~puI ('orp~ru//on], (hereinafter referred to as the "City") and Barton R. Gethmann, doing business as the sole proprietorship, C~OlT"l ~~OPRIU NhP1RGEMXIT SaRVIca, (hereinafter referred to as "CPMS"). W-I-T-N-E-S-S-E-T-H The parties to this Agreement agree as follows: 1 7 -. * J. 4. 5. 6. CPMS shall develop a classification plan, including all of the City's non-union employees, as described in its proposal dated November 28th, 1997 and attached as Exhihit A. CPMS further agrees to provide training and consulting guidance to the City's department heads and desibvated stafl, throughout the job content evaluation phase, [u.s described in /<.rhh/ A]. CPMS shall begin its study no later than I5 working days after the date of execution of this contract and shall complete the study of all positions wlthin 60 days thereafter (provided the City adheres to the project schedule and timetable agreed to between the Mayor and CPMS). The cost of services (including expenses) to be rendered pursuant to this Agreement shall not exceed 167,700 (c(,nslrIting lets arc sct at $60.00 per hour -- [or a Jctailcd breakdown costs der Prc,icct Ccwt Estimate Shwl incIuJcJ hchincl page 14 ill thv pr(yx)saII, Three invoices for the services provided pursuant to this Agreement shall be rendered to the City, to the attention ofthe Mayor and/or his designee. Each invoice shall cover a one-third payment [$2,567] with the initial invoice being delivered at the commencement of the project, a second invoice shall be rendered one month from the date of the first invoice and a third invoice shall be rendered at the completion of the project. Payment is due upon receipt ofall such invoices, except that payment on the final invoice may be withheld until the City has received the final report from CPMS and both presentations have been made to City Council. If CPMS has completed its work for less than the agreed upon 167,700, the third invoice will reflect the difference in the amount billed. We routinely allow the client to apply a 2%% discount to the cost of the invoice if it is paid within ten days from the date it is rendered. 0 COMMONW€ALTH P€RSONN€L MANAG€M€NT S€RVIC€S 1280 Kent 0 Wheaton, IL 60187 17081 653-1361 0 FAY (7081 752-8751 7. CPMS shall not disiriminate against any employee or applicant for emplo>ment based on race; color. creed: ancew, religion, sex: age: seiual orientation, disability, height, weight: national origin, marital status or any other non-merit factor. 8. CPMS shall be responsible for the acts and omissions of all its employees and subcontractors and their agents and employees performing any of the sen-ices rendered pursuant to th~s contract. 9. The Mayor will designate a project coordinator as the City's representative with respect to the work to be performed under this Ag-eernent. He,'she shall have the authority to transmit instructions: receive dormation interpret and define the City's policies, and provide decisions in a timely manner pertinent to the work described in the Agreement. until CPUS shall have been advised by the City that such authority has been revoked or altered. 10. The City agrees to furnish CPMS -- for use during the project -- photocopies of information, salap- and related data, reports, and records a\-ailable to the City which are useful for carrying out the work on tlus project [Xot included are the priyate records of employees]. All such information: data, reports and records will, however, remain the sole property of the City unless otherwise indicated, in writing, to CPUS and if any Cit>- reports or records are in the possession of CPbIS at the time this contract is terminated or completed, whichever comes first: CPMS agrees to return as promptly as possible, City records in their 'possession to the project coordinator. 0 11. CPLIS shall not assign or transfer any interest in this .4geement (whether by assignment or novation), without prior witten consent of thc City thereto: Provided; however, that claims for the money that mill become due to CPSIS from the Ci? under th~s Agreement may be assigned to a bank, trust company or other financial institution without such approval. 12. CPMS agrees that it presently has no interest and shall not acquire any interest, direct or indirect, n-hich would conflict in any manner with the performance of senices required under this Ageement. CP.\.IS fiuther agreesthat in the pmformance ofany obligation resulting from this Agreement no person hax-ing any such interest shall be employed. 13. Xo reports or other documents produced in whole or in part under this Agreement shall be subject of an application for copqriglting by or on behalfof CPUS, howver, the City agrees to honor CP\,IS's existing copyright on its JOB EL€MENT METHOD Of POSITION ANALYSIS documents under normal usage stipulations agreed to herein between CPlIS and the LIayor, 14. Acopy ofall data, records, analyses, calculations, comparison studies, and any and all related papemork tothis compensation study generated by CPUS, shall be mads permanently available to the Ci?, to relnain inthe possession ofthe Cin. The Cm shall retain said paperwork for its own work purposes and shall keep said paperwork confidential and not make it available to any outside agency until such time as the final study report has been formally presented to and accepted by the City Council, except as required by law e 2 0 COMMONW€ALTH P€RSONN€L MANAGEMENT S€RUIC€S 1280 Kent 0 Wheaton, IL 60187 0 17081 653-1361 0 FA? 17081 752-8751 15. This Agreement represents the entire agreement of the parties hereto with regard to the senices to be performed pursuant hereto. 16. This.4greement shall be interpreted under the laws ofthe State ofWisconsin 17, The failure ofthe Cieto enforce anyterm or condition ofthis .4greement shall not automaticall!- constitute a naiver or modification of such term or condition. Amendments or modifications to thisilgreemenf may be made between CPMS and the Mayor or hisher designee: upon the agreement of both parties. 18. .4U notices of communication pursuant to this Agreenlenr shall be directed to CP4lS at its ofices at 1280 Kent: Wheaton. IL 60 187 [or such other place as it ma>- deriEare in nrinng] sent to the City. care of Uayor David L. De.hgclis; City Hall; W-182 S8200 Racine .4venue; h.luskcgo, \\kconsin 53150-0903. LK WITJTSS \\HEREOF, the authorized representatives of the parties to this Agreement have hereunder set their hands. COMMONWEALTH PERSONNEL MAN- AGEMEflT SERVICES [a sole proprietorship] By: Barron R Gethmann, Its: President Datc: 1 11997 I THE CITY OF MUSKEGO, WISCONSIN By: David L. De.lngelist Its: &Ia:-or Datc: 1 11997 3 j 1280 Kent heaton, IL 60181 301 653- 1361 To: David DeAngelis Mayor Company City of Muskego CONFIDENTIAL FAX TRANSMISSION lBart Gethmanr: I President lax: [630] 752-8751 Fax Number: 1-414-679-5630 - Date : 12/16/97 From Bart Gethmann Fax Number 1-630-752-8751 Company . Commonwealth Pers. Mnpt. Svcs. 6 omments: ear Mayor DeAngelis; This is an additional copy of the Project Cos: Estimate Sheet that was provided with the original proposal. I thought you could incorporate this copy along with the other materials I've sent to you so that your City Attorney could see the basis for the billing we will be submitting as part of this project. Please call me if you have any questions, Thanks, Bart Gethmann WlnFex PRO Cover PaGe City of MUSKEGO, Wisconsm PROJECT COST ESTBLATE CO\PESSATIOS SYSTE3I ALDIT December 1st. 1997 COSSCLTISG HOURS ROCXI OVTR ACTRITY OTHER B.Gethmann TRIPS hTGHTS \IE.ILS COST! SOTE - """_ "" "" - "_ " - - "- """"" - ""- - "_ A C. D. .4 B. C. B. C. A B. C. D. E. a A B. C. DE ACmTTY I Documentation Review & finalize project plan 1 0.5 0 CP4IS rev1eIv.s all compensation system docmentarion 3 0.5 0 CPMS meets with eech dept. head to conduct an in-depth revien- of current job dcscripuons & most recenr PDQ for cach study j 16 1 2 ACTMTY U Ranking Jobs CPMS trains staff in the lob content eval'n process & evakjot 23 1 3 CP4IS then trains Mayor & Dept. heads in job e?.aluation 4 0 0 CPbIS correlates its eval'ns agalnst DMG evaluations 2 0 0 ACTIITTY LIl Anal>-zc salq & point total data for non-union jobs 2 0 0 Prep internal equity scattergrams for non-union jobs 2 0 0 ACTnTTY N .Inalysis of Pay System Mechanics CPXS &Fin. Dir. exam~ne current marker sun-e::..in_e process 5 2 0.25 0.25 review the process for dcvelopmg annual pay pcllcies CPlIS analyzes rec-nt market sun-e:: data for non-union jobs 16 0 0 CPMS & Fin. Dir review pay plan stmctue options 2 0.25 0.25 Propose ncx options on linking pay to perhnancc 2 0.25 0.25 CPM Xi Fin. Dir. resle:v options on sala~ poli~! develcpmer -4 0.25 0.25 annual market adjustments & merit pay 0 0 ACTnlTl-V Developing Pay Plan Proposal Present tentative salar: policy reccmncndations \v new 3 0.5 0.5 pa?- rar;ge proposals for cach non-.micn emplayc: Prep implementation cost estimate 4 0.5 0.5 Prepare formal wittcr. report 16 0 0 Repon to Councll in I mfcrmal & 1 formal scsslan 1 2 0 .4n;ll.vsis of Internal Equi? I 1 6 0 9 0 0 0 0.75 0 0.75 0.75 0.75 0 1.5 1.5 0 0 599 Computer Sen-ice Fet S45 printing 531 covers A PROPOSAL TO CONDUCT AN EXEMPT EMPLOYEES' COMPENSATION I ' SYSTEM AUDIT FOR THE 0 COMMONW€ALTH P€RSONNB MANAC€M€NT S€RVIC€S 1280 Kent 9 Wbeaton, IL 60187 9 16301 653-1361 9 FAX [630] 752-8751 CITY OF MUSKEGO EXEMPT EMPLOYEES’ COMPENSATION SYSTEM AUDIT I. Statement of the Problem The City of Muskego, Wisconsin is concerned with salary compression and pay equity problems in its existing pay plan for all thirty non-union positions. Though the City wants to assure that its non-union compensation plan is fair, it also wants to assure that this plan is structured to support the management objectives that underlie the reasons why the City provides a compensation plan for this group of employees. To address a numb& of fairly serious salary compression issues, the City feels it must examine the effectiveness of its current non-union classificatiodpay system in providing an externally competitive pay plan that is internally equitable, both among the non-union employees and between union and non-union positions. This proposal puts forth the steps necessary to conduct a thorough review of the City‘s non-union employees’ compensation decision making processes. The City has experienced a number of dif5culties with stafF perceptions of internal equity and equal pay, largely as a result of the long term impact of the most recent classification & compensation system study. In seeking to understand the salary compression issues involved, we learned that the 1995-96 study did not make clear the rationale behind its reasons for making the job measurement and ranking decisions that came out of the process [i.e., what rationale determined that the City Assessor and Deputy City Clerk should be in the same pay range?]. Beyond that, the study did not examine the consequence of its market adjustment recommen- dations on the salaries of its long-term non-union employees in relation to the pay levels of similar level positions in Werent City departments [e.g., assigning Library Pages to a higher pay grade than main office Filing Assistants]. Obviously, such pay equity problems, if left unaddressed, can cause severe employee morale problems, increased potential for turnover among upperlmiddle management staff. Typically, a number of different policies may be found as the root cause of the salary compression and pay equity problems described by the Mayor. Some of these may include problems with: How salary policies have been set in relation to the market [e.g., set at the 50th percentile, the 55th percentile, the 60th percentile, etc.]; How clearly the rationale for measuring and rankine: Citv iobs has been communicated 0, to those key City policy makers who have been responsible for administering the pay - ” Plan; 1 e COMMONW€ALTH P€RSONN€L MANAG€M€NT S€RVIC€S 1280 Kent 9 Wheaton, IL 60187 9 16301 653-1361 9 FAX 16301 752-8751 The mechanics of the pay plan (i.e., salary range width, separation of merit adjustments from the annual adjustments, movement related to range midpoint, etc.) How employee length of service issues are addressed by the compensation plan; How the plan addresses employee in-range movement; How the plan links pay increases to performance evaluations; and How the plan deals with increase potential for employees who are at the maximum of their respective ranges. Based on this situation, the Citfs administration believes a thorough outside review of the effectiveness of its present non-union compensation system is desirable. 11. Project Objectives - The principal objectives of this system review are: 0 . to assess the current non-union staff compensation process to determine if it is properly structured for achieving internal equity and external competitiveness in compensation policy decision making; . to look at the current system and examine how it makes job measurement decisions; . to evaluate the current system to determine how employees receive annual adjustment, both in relation to the individual’s evaluated level of personal performance and in relation to annual market realignments; . to evaluate the job content of each exempt job to determine if the original position description questionnaires are still valid or if sufficient changes in job content have occurred to warrant changes in the relative ranking of any effected positions; . to analyze the current non-union compensation plan to determine: 0 Whether or not the current relative rankmg of exempt positions is consistent with the nature of duties and responsibilities assigned the incumbents; Whether of not exempt employees are paid fairly in relation to each other [internal equity]; 2 COMMONW€ALTH P€RSONN€L MANAG€M€NT S€RUIC€S 1280 Kent 9 Wheatoo, IL 60187 9 16301 653-1361 9 FAX [630] 752-8751 0 Whether of not exempt employees are paid fairly in relation to an appropriately defined external market of comparable Southeast Wisconsin employers; 0 Where should an annual “Salary Policy” be positioned in relation to this municipal survey market segment? At the 50th percentile, at the 66th percentile, at the 75th percentile, etc.?; 0 Should the salary schedules set up be open range schedules [i.e., only a minimum, midpoint and maximum printed for each range] or grade-step tables?; 0 What should the range widths be [75% - 125%, 80% - 120%. 85% - 115%, etcl? 1. 75% - 125% is most often applied to executive level jobs. 2. 80% - 120% frequently covers management, supervisory and professional positions; 3. 85% - 115% oRen covers clerical, office and technical positions; 0 What percentage difference should exist between each range’s midpoint [e.g., 5%, 7.5%, etc.]? 0 How will employees move from the range minimum to the maximum? 0 How should annual increases be linked to performance? 0 How should an annual performance increase be linked to the market increase? 0 Should an annual performance increase be separated from any market adjustment or increase? 0 How will the pay plan be adjusted to keep current with changes in the job market? a. Will the schedule be adjusted annually to address annual market movement? b. How often will you resurvey your job market [market surveys help you see not only what impact cost of living has had on wages or salaries, but also what impact the scarcity or surplus of job skill supply/demand has had on pay for specific occupation specialties]? c. WiU you grant merit increases at the same time that you make a general adjustment tothepayscaleforcostoflivingincreases[i.e.,rollthemeritincreaseintothemarketadjustmnent for a once a year increase, some of which is merit and some of which is market adjustment]? Salary Compression - Salary or wage compression is the shrinking of the pay difference paid to newcomers [in ajob classification series] when compared to the amount paid to experienced regulars. We can see from the examples provided by the Mayor that it is most severe in 3 COMMONW€ALTH P€RSONN€L MANAG€M€NT S€RVIC€S 1280 Kent 9 Wheaton, IL 60187 9 1630) 653-1361 9 FAX 16301 752-8751 your Exempt employee group. This salary compression condition can be present whenever an employer provides an insutticient wage rate increase to adequately reward signscant increases in an employee’s job content. It can also occur when a new employee [in that same classification] or a subordinate employee is paid a rate which approaches rates paid to experienced regulars or to supervisors. In either event, it is observable when the difference between the lowest wage rate and the highest salary is compressed, causing salary/wage compression. This can result in a situation in which employees are reluctant to accept additional responsibilities, or even promotion to the next highest class, because they feel they will receive little monetary reward for obvious increases in job responsibility or job size. Analysis of Internal Equity The City‘s current actual non-union salary practices will be analyzed for consistency and internal equity utilizing the job content evaluation weights of the various positions relative to current actual salaries paid to position incumbents. Overall scattergrams, serving as tools for comparisons, will be developed to depict the actual salary practices. A scattergram is developed by plotting an asterisk at the intercept of total job points (horizontal axis) and the actual salary (vertical axis) for each position. Ideally, actual salaries should bear a reasonable and consistent relationship to the relative ditsculty andresponsibility of positions. Such a relationship can be represented by a line of central tendency drawn through the scatter of plot points. The line of central tendency is derived using linear regression analysis to mathematically depict the collective relationship between all of the job element points assigned each position to the current actual salary dollars paid each position’s incumbent. When municipal governments maintain a consistent relationship between job content and actual salaries, the line of central tendency appears as a straight line. When a bend or break in the line occurs, it is indicative that factors other than job content have been used to determine the compensation levels of position incumbents. It is not uncommon for local government employers to have bends [or even a break] in the general salary practice pattern. These may occur because of marketplace differences, internal pressure to limit salaries of middle and upper management employees, etc. A break in salary practice patterns typic.ally indicates more severe salary practice problems. An ideal situation would find the City maintaining a straight line relationship between measured job size and non-union salaries. Exhibits will be prepared [see sample charts in Appendix B] which graphically display the: # Fklationship ofjob content to salary dollars for all positions included within the study; and # Current salary practices as represented by lines of central tendency [labeled Current Salary Practice lines]. 4 COMMONW€ALTH P€RSONN€L MANAG€M€NT S€RVIC€S 1280 Kent 6 Wheaton, IL 60187 16301 653-1361 6 FAX 16301 752-8751 The City's internal equity in current salary practices can be graphically shown with the scattergram. Lines are plotted above and below the line of central tendency to indicate the width [percentage difference between the minimum (80%) and maximum (1 20%) of the City's salary practices] of a typical salary range for positions in the public sedor. Dispersion of plot points [i.e., the differences in salaries or wages] at any given point value does not indicate a problem, provided all the dots fall within this cone. This dispersion can be explained by factors such as length of service or meritorious salary increases. However, plot points falling above or below the cone [marked by 80% and 120% lines] reflect an inconsistent relationship between evaluated job complexity and actual current salary. It is normally considered that those plot points (individual positions) which fall above the cone reflect a compensation level that is not consistent with the job content weight assigned to an individual position. It is also normally considered, for positions whose plot points fall below the cone, they are receiving a lower level of compensation than the job content value of their positions would indicate. This most hquently occurs where factors other than job content have innuenced salary treatment. Analysis of Equity Relationships The current salary practice lines for the non-union positions will be laid down over the external market data to determine how relevant your current salaries are in relation to this data base. The "External Market Salary Smey - Illustrative Chart" in Appendix A, shows how we normally analyze the structured prevailing rate model utilized for external comparisons. It is generally understood that a competitive salary policy must begin at the market mean or 50th Percentile line that is shown on the market model charts. In addition to salary data, job content data is collected hm participating municipalitis tn assure their jobs are measured so that internal point and salary data comparisons will match up with external employer's point and salary data comparisons. This is done to avoid the signiiicant data collection inaccuracies that typically haunt the simpler (but less reliable) job title matching methods of market data analysis (such as is used in the ICMA Municipal Yearbook's Governmental Salary Survey). Charts displayed in Appendix A depict the results of a market survey collection and analysis process. They allow for comparisons of your current salary practice with an appropriate extract ofmarket data hm a small benchmark sample of similarly sized Wisconsin communities. This will need to be done with roughly fifteen jobs to give the City a reality check with the current municipal market. Since you have just recently gathered much of the needed information from an internal survey you conducted of thirteen area communities, we will only need to verify that the job content of the positions surveyed is indeed comparable to your positions. The development and accepted use of quantitative job measurement systems have changed the way in which external market survey data can be used. Such evaluation techniques 5 COMMONW€ALTH P€RSONN€L MANAGWENT S€RVIC€S 1280 Kent 0 Wheaton, IL 60187 0 16301 653-1361 0 FAX 16301 752-8751 as the JOB €L€M€N’T M€WD Of POsI’IK>pI MYStS are capable of accurately measuring the job size or content of all the jobs in an employer‘s workforce. This makes possible the comparison of very merentjob types through the common denominator of job element points. With such a job measurement scale, the City is able to compare the contribution made by Merent positions to the overall City government. This analysis allows us, both internally and externally, to extend the comparison base to other employers to explain a wide range of variation in municipal compensation rates and structures. The statistical techniques that are part ofthis methodologyprovide a clearer[visual, notjusttabular], much more accurate picture of how the City’s pay policies relate to those of the market you have surveyed. This enables the City to formulate pay policies that can effectively adjust to the changing conditions within the non-union market segment. Under this salary administration concept, the size of the job determines the level of pay range to which a position is ultimately assigned, therefore, a position’s job content evaluation becomes the key determiner of job worth. Both internal equity analysis and external competitiveness comparisons utilize conversions of job element point and salary data to lines of central tendency. These lines are derived fromadvancedstatistical techniquescalledlinearregression analysis. “his conversion makes possible the comparison of internal salary practices with external market models on a visual and graphic basis. Salary comparison and ultimate pay plan development become much simpler. In fact, positioning a new pay plan recommendation against the measured market is done by laying a line over a market model chart. Purpose of a Salary Range The purpose of a salary range, as differentiated from a lixed value job rate, is to allow managers and supervisors to motivate and compensate employees based on their individual levels of evaluated performance, or “Merit”. By linking pay to performance, the City recognizes that better performers should receive a higher rate of annual increase. By linking performance increases to the range width [SO% to 120% or 85% to 1 15% of the midpoint of the range], the employer acquires suflicient flexibility to reward performance at a number of different levels. The broader the range width, the more time it takes a superior performer to move from range minimum to range maximum, hence, the same pay range works for a longer time period as one of the motivating factors that helps keep the employee striving to improve their own job knowledge and economy/efficiency of personal productivity. “he idea of having a range of compensation for employees in any given classification is designed to provide the City with a greater degree of flexibility in addressing the competitive realities of the employment market, assuring that the organization can attract and retain qualified and competent individuals to perform the various functions and activities their positions have been designed to address. 6 0 COMMONW€ALTH P€RSONN€L MANAG€M€NT S€RUIC€S 1280 Kent 0 Wheaton, IL 60187 0 16301 653-1361 0 FAX 16301 752-8751 111. PROJECT ACTMTIES PLAN This project activities plan involves a series of activities and tasks, as noted below: ACTIVITY I DOCUMENTATION A. Review and finalize schedule of tasks and subtasks with the Mayor and Finance Diredor [l hourlO; B. The Finance Diredor makes available a variety of materials for the consultant‘s inspection, including the current pay plan, job descriptions, materials that explain how non-union classes were assigned to pay ranges, how pay range structure decisions are made and how annual increase policy decisions are arrived at; C. The Consultant reviews all existing compensation system documentation with the Finance Director to assure it is current, accurate and complete [4 hours14; D. CPFlsmeets with each department head to conduct an in-depth review of the current job description and the most recent position description questionnaire for each of their non-union positions [16 hourslO. ACTMTY I1 RANKING A SMALL SAMPLE OF CITY JOBS - A. The Consultant works with two or three designated staff members to evaluate each non-union position, using the IoB M€lltOD Of POYMXI MY%, and training these employees in all of the methods, techniques, processes and procedures used in our job content evaluation methodology [24 hours]; B. OMSthen trains the Mayor, the Finance Director and each of the Department Heads in the basics of our job evaluation methodology [4 hours1f.I; and C. For quality control, the Consultant then conducts a statistical analysis of the results of the point totals coming out of the DMG system and the CPMS system to determine the degree of correlation between the City’s current job evaluation methodology and the Consultant’s methodology [2 hours]. ACTMTY 111 INTERNAL EQUITY ANALYSIS - 0 A. The Finance Director assembles current actual salary data for all 30 non-union positions and 8F1s matches these with each employee’s job evaluation point totals; 7 e CONNONW€ALTH P€RSONN€L NANAC€M€NT S€RVICCS 1280 Kent 9 Wbeaton, IL 60187 9 1630) 653-1361 9 FAX 1630) 752-8751 B. The Consultant conducts linear regression analysis of salary and point data for the non-union positions, calculating out of the data, a current salary practice line for all non-union employees [2 hours]; and C. Usinglinearregression analysis results, the Consultant prepares one set of scattergrams visually depicting the internal equity patterns for all non-union positions [2 hours]. ACTMTY IV ANALYSIS OF PAY SYSTEM MECHANICS - A. The consultant and the Finance Director jointly examine the process used for gathering external market survey data, for developing annual pay policies in comparison to the survey base and for setting new pay policies [2 hours10; B. The consultant uses the recently conducted survey of thirteen area municipalities for City non-union jobs, gathering necessary job content data from the participating municipalities and analyzing the results [16 hours]; 0 C. CPlrtSand the Finance Director jointly examine the process used for making decisions about the pay plan’s structure {i.e., range width, open range schedules vs. gradelstep tables, percentage difference between ranges, etc.) 12 hours]O; D. BF1sexamines the process used for making decisions about movement of individual employees from the range minimum to a realistic range maximum, including recommendations about progression beyond range midpoint for those who have topped out in a range [2 hours]rS; E. and the Finance Director jointly explore the options available to the City for changing the overall process, including for changing the market measurement and salary policy development process, the pay plan structuring process andor the annual employee merit increaselmarket adjustment process [3 hours.10; ACTMTY IV DEVELOPING PAY PLAN PROPOSALS - A. CPPllSthen uses the decisions arrived at in A through D above to calculate a new pay range assignment, for each non-union position, which includes determining where [wittun the new range] each individual employee should be placed [3 hours]; a B. BMbpplies the cumulative information contained in this Activity to estimate a cost for implementing the results of the preferred recommendation and the costs for implementing one alternative recommendation [4 hours]; a a COMMONW€ALTH P€RSONN€L MANAGWENT S€RVIC€S 1280 Kent Wheaton, IL 60187 @ 16301 653-1361 0 FAX 16301 752-8751 C. A formal report is prepared of all findings, methods, procedures, and study results including action recommendations to the Mayor and City Council [16 hoursl0. D. One presentation of our methods, pmdures and Sndings is made to the City Council in a two-hour workshop session [2% hours10 and, E. One formal presentation is made in an open public meeting of the Council [l% hours]. 9 COMMONW€ALTH P€RSONN€L MANAGWENT S€RUIC€S 1280 Kent 4 Wheaton, IL 60187 4 16301 653-1361 4 FAX 16301 752-8751 SCH€DUL€ Of K€Y STUDY ACTNITES PROJECT WEEKS As noted above, the major activities are planned to meet with the anticipated eight week schedule of activities. This projected work plan will be adhered to provided the City can meet the schedule agreed upon with CPMS and the City Administrator. An eight to ten week implementation projection would be consistent with the need to wure key management and employee groups are brought into concurrence with the various stages of this process. Complex problems are rarely effectively addressed with simple solutions. A process that is designed to deal with both classification and pay problems, needs sufficient time to assure the small, but important details ofimplementation, are properly worked out. 10 COMMONW€ALTH PCRSONN€L MANAGCM€NT S€RUIC€S 1280 Kent 4. Wheaton, IL 60187 C. 1630) 653-1361 9 FAX 16301 752-8751 IV. ADMINISTRATIW CONSIDERATIONS About the Firm: The CPMS President, Mr. Barton R. Gethmann, is the individual who is authorized to represent Commonwealth Personnel Management Services. He can be reached at the number appearing in our letterhead. Qualifications: Commonwealth Personnel Management Services is a small, experienced, and professional management consulting firm that specializes in solving public sector compensationproblems. Ourpracticeconcentratesonpositionclassification,jobevaluation, and salary administration studies and on the motivational compensatiodperformance management process. Because of our extensive experience in state & local government compensation programs, we are a growing firm serving a nationwide clientele. CPMS was first founded in Harrisburg, PA in 1979. We are an owner operated management consulting firm (sole proprietorship). Since 1986, our office has been located in Wheaton, IL. Public Sector Experience - Between 1986 and the present, our firm has conducted fifty-three public sedor classification and pay or performance management and evaluation consulting engagements. ascribes to the principles of Equal Opportunity Employment and Fair Employment Practices. Past Performance - - Some of the clients served by Mr. Gethmann include: City of Mequon, WI City of Beloit, WI City of Racine. WI Kenosha School Dist. No. 1, Kenosha, WI City of Kalamazoo, MI City of Sandusky, OH City of Elmhurst, IL Lake County Sheriff's Dept. Waukegan, IL Weyenberg Public Library, Mequon, WI Green Bay M.S.D., Green Bay, WI Madison Metro Sewerage Did, Madison, Wl Milwaukee Co. Government, Milwaukee, "I Walworth County Government, Elkhorn, WI City of Portage, MI Village of Mt. hspect, IL Kalamazoo Co. Government, Kalamazoo, MI References -- Appendix C contains both a copy of our Client Reference Contact List and a copy of project description briefs of jobs of similar scope and size, entitled "Some Of Our Accomplishments". 11 m COMMONWG4LTl-t P€RSONN€L MANAC€M€NT S€RVIC€S - 1280 Kent Q Wheaton, IL 60187 0 16301 653-1361 Q FAX 16301 752-8751 Professionalism of our Practice: CPMS ascribes to the principles of Equal Opportunity Employment and Fair Employment Practices. We do not discriminate against anyone based on race, color, creed, religion, sex, disabling condition, country of national origin, marital status or any other non-merit factor. We take finnative action in accordance with the provisions of the 1964 and 1991 Civil Rights Acts, as amended, and we provide a harassment-free work environment for the full realization of the dignity and potential of each individual. CPMS also ascribes to the principles of ethics and integrity in dealing with and practicing in the public sedor, as outlined in the International Personnel Management Association's "Code of Ethics". We fi.uther indicate that we have no hancial or other conflict of interest in the City of Muskego, nor shall we acquire any interest, direct or indirect, which would conflict in any manner or degree with the performance of services required under this proposal. We further assert that, in the performance of any obligation resulting from this proposal, no person having any such "conflict of interest" shall be retained. At CPMS we strive to conduct all phases of the compensation system audit in a manner that lends itself to cooperation between employees and management. We believe that a cooperative process leads to the fairest, most objective solution to both job classification and compensation issues. Our thrust is on in-house training of your people to make them competent to cany on and administer our programs &r we have completed a consulting engagement. At the same time, we are always available to help you and to assure you receive competent, professional guidance when problems develop that cannot be handled with in-house staff assistance. Because we are concerned with maintaining long term relationships with our clients, we are committed to giving you compensation systems that work -- and to providing you with the implementation assistance (including limited data processing help) you need to make them work for you. Qualifications of Professional Personnel - Mr. Gethmann has almost thirty years of experience in the field of wage and salary administration and has conducted over 50 classification and compensation studies in the public and non-profit sector. He holds his Master's Degree in Public Administration from the Fels Institute of Better Government of the Wharton School of the University of Pennsylvania. Appendix C contains Mr. Gethmann's biographical sketch. All of our team members have professional personnel management experience, having practiced at least ten years in the public sector, and all of them having dealt with both classification, job evaluation, salaryhenefits administration and performance appraisal issues. 12 0 COMMONW€ALTtt P€RSONN€L MANAGWENT SCRVIC€S 1280 Kent 9 Wheaton, IL 60187 9 1630) 653-1361 9 FAX 16301 752-8751 Primary Consultant - CPMS will staffthe City of Muskego project with its President, Mr. Bart Gethmann, M.G.A., serving as the principal consultant. His broad base of state, county and local government consulting experience in similar projects will make a significant contribution to the quality of this engagement. Mr. Gethmann will personally conduct much of the on-site work with the City and will personally perform project management and client liaison services. Level of Involvement - The cost estimate summary sheet that follows the cost breakdowns that are included with this proposal also define, in detail, the exact number of hours to be spent by Mr. Gethmann, on each activity included in the Project Activities Plan. Project Timing & Duration - CPMS is prepared to commence the City of Muskego project within seven working days of receiving notice to proceed and to complete all key project elements within 8 weeks, provided the City adheres to the schedule agreed upon between the Consultant and the City Administrator. 0 Feedcharges For Services Rendered - Consulting fees are based on our best estimate of the time commitment and consultant support level reasonably required to deliver quality results. All our project consulting fees are set at $60 per hour for Mr. Gethmann's work. Project costs are detailed on the page following the signature page of this proposal. All out-of-pocket project related direct expenses (auto mileage, lodgmg, meals, and other production expenses such as typing, graphics, report reproduction, special postage, telephone calls & fax charges, etc.) wiU be charged at cost. The typical arrangement with a majority of our clients is that our invoices are rendered at the beginning of the project, after the first month and at the end of the project for one-third of the project's total costs, and payments are due upon receipt of an invoice. However, if we enter into such a payment agreement, you may deduct 2%% of the total invoice amount if it is paid within ten days. We do, however, provide all of the materials in the study report and with the job descriptions in Word Perfect 6.0 electronic files and all of the spreadsheet information about names, titles, wages, salaries, point total evaluations, etc., in electronic files for Quattro Pro, Lotus andor Excel. Should circumstances prevent the City from providing information or providing access to key individuals, our timetables will be affected and our fee schedule may be impacted. If at any time you find it necessary or desirable to terminate service, you are free to do so and are only obliged to pay fees and expenses incurred to that point. 13 0 COMMONW€ALTH P€RSONN€L MANAC€M€NT S€RVIC€S 1280 Kent 6 Wbeaton, IL 60187 6 1630) 653-1361 9 FAX 1630) 752-8751 PROJECT BUDGET - The entire proposal will cost as follows: The consulting fees for conducting a non-union compensation system audit of all 30 exempt positions will not exceed $6,420 (Sixty-four hundred twenty dollars), while expenses will not exceed $1,280 (Twelve hundred eighty dollars), for a not-to- exceed cost of $7,700. CPMS guarantees the City of Muskego that its quoted prices are valid and will remain in effect for a 90 day period. Please contact Mr. Gethmann (at the above listed telephone number) with any questions concerning the content of this proposal. The signature and date below affirms our company's offer. November 26, 1997 City of MUSKEGO, Wisconsin 0 PROJECI COST ESTIMATE COMPENSATION SYSTEM AUDIT Dacmbcr 1st. 1997 CONWLTING HOURS ROUM) OVER ACTIVITY OTHER R.Gefbmmm TRIPS NIGHTS MEALS COSX NOTE " =- =-=- A. C. D. A B. C. B. C. A B. E. A. I ACTlVITYI Documentation RAew & 6nnaliz.e pmjed plan 1 0.5 0 CPMS reviews all ampensation documentation 4 0.5 0 CPMS me& with each dept head to conduct an in-depth renew of current job descriptions 81 most recent PDQ for each study job 16 1 2 ACTIVITY 11 CPMS trains ~t~ffin he job content eval'n process & 4's jobs 24 1 3 CPMS then bains Mnyur & Dept headr in job dualion 4 0 0 CPMS correlates its eval'm against DM0 evaluations '2 0 0 Ranking Jobs ACIIYITY In Andy& of Infernal Equity Analyze salary & point total data for non-union jobs 2 0 0 Prep internal equity scattergrams for m-union jobs 2 0 0 ACTIYITY 1V AILpIysh of Pay System Mechnnies CPMS & Fin. Dir examine current market surveying p'ocess & 2 0.25 0.25 review he process for developing annual pay policies CPMS dp recent market survey data for non-union jobs 16 0 0 CPMS & Fin. Dir. review pay plan structure options 2 0.25 0.25 Propose new options on lin!ung pay to perfomlance 2 CPMS & Fin Dir. review options on salay policy development 3 0.25 0.25 0.25 0.25 annual market dusimenb xi met pay 0 0 ACTIVITY V Present tentative salary policy reconmendations IV new pay range proposals for each non-lmion employee €'rep implemmtation cost e.stimak 4 0.5 0.5 Prepare formal witten report 16 0 0 Report to Council in 1 informal & I formal session 4 2 0 Developing Pay Plan Proposal 3 0.5 0.5 B. C. DE. 1 S30 Admin. 1 Service 6 Fee 9 0 0 0 0 0.75 0 0.75 $99 Computer 0.75 0.7s Setvice 0 Fee 1.5 1.5 0 $45 printing 0 $31 covers " Consulhg fee hourly rate $60 subtotals 107 7 7 23 SUBTOTAL COSTS $6,420 $420 $455 $230 $175 Expense Sub Totals $1,280 GRAM) TOTAL for tbe study of nil non-unlon positions $7,700 ="=-=- ~~ COMMONWCALTH PCRSOflNCL MANAGCMCNT SCRUICCS 1280 Kent .$ Wheaton, Illinois 60187 .$ Phone: 16301 653-1361 9 Fax: 16301 752-8751 POSITION CLASSIFICATION AND PAY STUDY PROJECT OBJECTIVES FOR THE CITY OF MUSHEGO, WISCONSIN A. Internal Equity 0 Equal Pay for Equal Work 0 Unequal Pay for Unequal Work Measuring job size and ranking jobs uob Content Evaluation] 0 Relating pay range differences to job size differences B. External CompetMveness 0 Defininz "Comparable" employers; 0 Comparing "Apples to Apples" [measuring the job shes of the surveyed emp 1 oyers' jobs]; 0 Graphic presentation of external markets; 0 Comparing your current salary practice to the external market; and 0 Setting new salary policies using the market model comparison process. a COMMONW€ALTH P€RSONN€L MANAG€M€NT S€RVIC€S 1280 Kent 0 Wheaton, Illinois 60187 .$ Phone: 16301 653-1361 *$ Fax: 16301 752-8751 C. Pay Plan Development: 0 Defining the City's compensation philosophy, policy and strategies; 0 Structuring salary ranges: a. [grade/step table vs. open range structure]; C. [writing pay plan administration guidelines]; and 0 d. bovidkg the training to enable the City to maintain long-term integrity of the overall plan, as much as possible, with in-house staff resources]. 0 Linking future increases in job size to potential changes in evaluated job content & pay range assignments [i.e., "the size of the job determines the pay range to which it is assigned'] 0 Linking employee movement from the range minimum to the maximum based on individual employee performance evaluation ratings. What kind of merit system should the City have? COMMONWfALTH P€RSONN€L MANAGWENT SfRUlCfS ~~ - 1280 Kent 9 Wheaton. Illinois 60187 9 Phone: 16301 653-1361 0 Fax: 16301 752-8751 SPECIFIC GOALS OF THE CLASSIFICATION & PAY STUDY 0 To properly classify each participating employee's position with a job title most appropriate for the work the incumbent performs; 0 To develophmplement a way to verify the measurement of job sizes and to relate pay levels to the new measure of job size; 0 To train a small core of key management staff in the job measurement uob Contat Evaluation] process by leading them through the evaluation of a small number of benchmark jobs; 0 To encourage employee job growth by properly recognizing the value each non-union employee's position contributes to the overall mission; 0 To develop an exempt employees' classification plan that can adapt to change and therefore can keep itself current; and To create a practical process for ongoing administration of the classification/pay plan that both employees and management believe is fair. COMMONW€ALT)+ P€RSONN€L MANAG€M€N'T S€RVIC€S 1280 Kent 0 Wheaton, Illinois 60187 0 Phone: 16301 653-1361 0 Fax: 16301 752-8751 HOW THE PROCESS WORKS All employee's Position Description Questionnaires are reviewed by their department heads; 0 Department heads discuss each PDQ in-depth with the consultant to assure they have been updated for completeness and accuracy; 0 CPMS evaluates the job content of each position with a small group of key management staff to assign it job element points. We then construct a list of job title rankings to arrange each job from highest to lowest; CPMS and top management agree on any needed revisions to the current structure of non-union classes; 0 CPMS slots each participating employee into an appropriate classification based on the point total for hisher position and on the information in the PDQ; 0 CPMS gathers and .analyzes the external job market data [whch includes &e infomation &e City Aas recently gathered on salaries, as well as ;zformation about job size from eacL employer surveyed]; CPMS converts tabular data to graphic form. We then develop salary policy recommendations based on the visual comparison displayed -- between your salaries and the market; and 0 CPMS recommends updated pay levels for all classes for consideration by both the Mayor and the City's Council. class Title: ACCOUNTANT/ASSISTANT FINANCE DIRECTOR DEFINITION & PURPOSE: This is responsible professional accounting and supervisorylemninistative work m the ongoing maintmance of the City's accounlmg systems, utility billing and payroll programs and related data processing functions. This employee provides sigruficant policy input into the development of the annual budget and serves as the acting director in the director's absence. An employee in this class is involved in the planning, organizing, coordination and direction of the City's financial nciivities. This employee exercises direct supenisory responsibility over assigned City awountin~kkeeping staffs engaged in utility billing payroll processing and fiscal accounting. Position accountabilities entail the completion of a variety of specid assignments [an designated by the Finance Director]. This employee participates in the hiring and evaluation of subordinate employees and exercises responsibility for assigning work to and disciplining Finance office staff. This employee has primary responsibility for analyticaUy examining the accounting system's output to help dctcrmine ifthe City could be more dectively spending or investing its ftmds or wuld more e5ciently handle its revenue collection functions. This position Iimdim under the direct supervision of the Finance Director, who reviews work for results obtained and for general conformance with Departmental policies and objectives through discussions and analysis of the quality and insight of reports and recommendations. CHARACTERISTIC m(TII0NS & DUTIES 'Ihe incumbent [Essential dutks noted in italics]: Prepares, records; reviews, analyzes and reconcilesfinancial accounting tramactionsfor the City on a daily, monthly andmal baris: oversees (and may participate in) vwious Cityjiscd operatiom including supervision of select Finance mce stafand the ongoing maintenance of the accounting and supporting computer system: supervises financial and related record keeping firnctions~ including payroll. utility billing, and special auditinglaccounting system review adequate rkxumentotion: &ews andqpmsp4vroll irl/ormation to meet City, county, state, fideral and other agency assignments: rm'ews and approves requests for payment for correct account numbers, proper authorization and requirements; produces Federal, State and County fiscal reports and monthlyfinancial reporis to the City Council: assists in assigned phases of budget preparation: prepares financial statements and reports dor reviqs such documents for completeness and accuracy; and may invests City fundr as specified by the Director: Assisb with the preparation of the annual budget: develops work sheets, schedules, and charts for budget preparatiom andpresentation; provides technical advice to the clerical staff engaged in water/sewer billing and collection activities or in the sale of City vehicle stickers; and examines ways in which the payroll or utility billing activities can be accqlished in a more eficient or economical basis: researches and examines options regarding the addition of new personnel dor the arpcmrion of departmentalflnctiom; assists in assuring services delivered by departmental staff meet quality and timeliness stadark; and may develop request for proposal documents to procure contract consulting services to aid depahental operations: Interviews and hires. trains and develops, and supervises all subordinate stafl evaluates individual and unit work performances: reviews and approves requests for sick and anmral leave and recommenh merit increases; assists the Finance Director in preparing information for various department heah, City Manager, Council Comminees, city Council, and the public: men questions thal reside& may have regarding unusual utility bills or other concern with City collection activities: spots trendr in the types ofproblem encountered in hymg to run the accounting system and suggests new and innovative ways of managing departmental opemh'om: performs technical reviews on potential accountingpolicy questionsproviding recommendations (to the Director) on positions to be taken: arsures accounting recordr lave a did and easily observed audit trail: and makes recommendations on ways the Finance Department can implement recommend&'ons the auditors make in the annual audit's management letter: a. Maintains an muareness ofpropers&typrocedures andguidelines and applies these in perfonning daily activities and tasks; and performs other work as required. clasp Title: ACCOUNTANT/ASSISTANT FINANCE DIRECTOR JOB CONTEXT This is a sedentaty job which requires a sighted individual for sipiiicant computer usage and slsnificant readmg. This wolk also 14 an individual with nd hearing for interviewing job applicants, interacting witb employees md City officials, BS well as for significant telephone and direct contact with citizens. Because of tbe need to use a oomputer on a regular basis, the inaunbent must possess a normal level of manual dexterity. The analytical and supavisory nature of this work also requires an individual who possesses good visual memory and discriminnti04 auditory memory and discrimination and significant intaaciive communication skills. ESSENTIAL KNOWLEDGE, SKILLS, & ABILITIES: ~pplicunb for this positim should pmezw: Considerable knowledge of modern principles of public financial mauagement, administration. budget preparation, accounting payroll and utility bhg; working knowledge of municipal data processing, payroll administrati04 and purchasmg; wnsihble knowledge of the rules and regulations governing municipal hancial managanent in Illinois; considerable knowledge of the methods and techniques used in auditing municipal fiscal accounts and financial records; and some knowledge of the principles and practices of supvisiupervision and management; An ability to supervise and maintain effective working relationships with subordinates, otber depmbnent heads and co- workers; an ability to plau, layout and execute complex work programs, functions and operations; an ability to communicate effechvely, botb oraUy and in wrding; and an ability to tactfuy, yet persuasively enforce City fiscal policy on the various operating departments. EXPERIENCE & TRAlTUINC REQUIREMENTS: Applicant4 for tbin positim must potweas: The knowledge eqwalent of a bachelofs degree in public or business administrati04 accounting, financial management, or a closely related field, and three to five years experience in meanging fiscal operations at a lower level (preferably in a local government setting); or an equivalent combination of eaining and/or experience. APPLICATION: This document is intmded to identify the class and illustrate the kinds of duIies that may be assigned to its incumbents. It should not be interpreted BS describing all the duties whose PBformnnce may ever be required of such 80 employee or be used to limit the nature or extent of assignments such an individual may be given. 11/95 0 0 ClTY OF OXFORD, OHIO SCHEMA TIC mDEX OF OCCUPA TIONAL TITLES CUSS CODE CUSS "LE 1000 CLERICAL, ADMINISTRATIVE & FISCAL SERVICE 1100 GENERAL CLERICAL AND OFFICE SERIES 1110 General Clerical Gmnp 11 11 Clerk Typist 11 12 Street Operations Clerk 11 13 ClerkDispatcher 11 14 Police Records Clerk 1120 Secreterial Gmup 1 12 1 Secretary 1122 Senior Secretary 1123 Secretary to the City Manageri?)eputy Clerk of Council 1130 Accounting Assistance Group 1131 Finance Clerk 1132 Senior Finance Clerk 1133 Financial Assistant 2000 PUBLIC SAFETY & ENFORCEMEiiT SERVICE 2100 LAW ENFORCEkIEh'T & SUPPORT SERIES 2110 Police Support Group 21 11 Parking Control Officer (Meter Repair) 21 12 CommunicationsDispatch Off~cer 21 13 Senior CommunicationsDispatch Officer 2114 Animal Control Officer 2120 Police Group 2121 Patrol Officer 2122 Senior Patrol Officer 2123 Detective 2124 Police Sergeant 2130 Police Management Gmup 2 13 1 Police Lieutenant (708) 653-1361 Phone * * SKILL IN REIATING TO OTHERS esmu4ms mvllmaw Llnrmpa U Y P ilTI0N. ANALYSIS@ ?3 - 1985 h , ELEMENTS OF KNSWLEDGE M - 1070 1230 1420 - 1420 1830 1870 - 1870 2150 2470 - 2470 2(uO 3270 - 3270 3780 4320 - B _I .j...... ..... ....... ......... <,:<.>::., ......... j;,::;:; i;:;>;> :3*:2* <1*.1*:.1 ,.: ..... .ii .:. I .:. <.A; jy:*:... ..,:;'.:;x *. Y..... ........ :<:.::>:<:<:< ... ... .... .... ....... ........ - :.. ......... ?:. 1630 1870 2150 ...... - 2150 2470 21140 - f840 3270 3760 - 3760 4320 4070 - P - 1420 1630 1870 - 1870 2150 2470 - 2470 2840 3270 - 3270 3760 4320 - Y - 1830 1870 2150 - 2150 2470 2840 - 2840 3270 3760 - 3760 4320 4970 - B - 1870 2150 2470 - 2470 2840 3270 - 3270 3760 4320 - 4320 4970 5720 - ORGAN12ATIOM4L V PM B - 2840 3270 3760 - 3760 4320 4970 - 4970 5720 6560 COXPREHENSIVE UT- .. u - 3760 4320 4970 - 4970 5720 8500 - B - 4320 4970 5720 - 5720 6580 7570 - .- THOr.: OF POSITION ANALYSIS@ )NM PAii~(CEKNT KPYKEY - 1985 ELEMENTS OF PROBLEM RESOLUTION r E A E A 90 110' " 130 1 511 170 170 5 - - 200 230 260 ~ 300 350 400 - E - - 230 260 300 - 350 400 460 - 460 530 610 530 610 700 700 810 930 810 930 1070 930 1070 1230 1070 1230 1420 A - - 21 50 2470 2840 - 3270 3760 4320 - L - 1870 21 50 2470 - 2840 3270 3760 - 1420 1630 1870 1630 1870 21 50 ELEMEN1 r 4 - - 300 350 400 460 530 610 700 e1 0 830 1070 1230 1420 - 2 - 950 400 460 530 e1 0 700 810 830 1070 1230 1420 1630 - ttt RELATlOl 1- 2. Co"nulln.Jli - Indirect Impacl " 1 6cu S30 610 NO. 85 0 830 1070 130 1420 " 1530 1070 21.70 810 mo 1070 1230 1420 1630 - 1070 2150 2470 - 3 - 930 1070 1230 - 1420 1630 1870 - 2150 2470 2840 - ME'TCiOD OF POSITION ANALYSIS@ TH P€RTCflI€I MRNMXfKNT $€PUKE$ - 1985 4 1070 1230 1420 1630 1070 2150 - 2470 2840 3270 3270 3760 4320 4970 4810 5120 - 4 - 2470 2840 3270 - 3760 4320 4970 - 4970 5720 8580 - L Direct lmpact THE JOB ELEMENT ME WORKING CC QCornmonwealth Pers JOB RISK / HAZARD >>> A. MINIMAL Normal work situatlons do not call for physically demanding effort. although occasional physical activity may be involved in the job. I I. EXCELLENT a mnlrolled enwonmo The normal worh senor where the mwmbenl i not ypcally exposed I adverse worhlng condilvms. L - 8. NOMINAL physically demanding effofl characterized by light Normal work situations do call for minor levels of lining and haulmg (loads of under twenly-five (25) pounds, a few times a day): standing or walking some of the time; using light hand held tools: or working in a somewhat awkward position for limited periods. C. SIGNIFICANT physically demanding elfort characterized by more Normal work situations call for significant levels of fifty (50) pounds, several times a day): stooping. intense lining and hauling from twenty-five (25) to bending, crawling, crouching. climbing, and other types of physical activity; using heavy power assist- ed tools intermittently; or working in awkward posi- tions for more prolonged periods. D. SEVERE demanding enofl characterized by almost constant Normal work situations call for high levels 01 physically lilting and hauling (loads exceedlng filly (50) pounds): continuous physicial activity; using heavy power assist- running. stooping. crawling, crouching, climbing, and ed tools all day long; or working all day in a very awk- ward position. 40 50 60 - 60 70 80 - 80 90 100 - - S 30 40 50 - 50 60 70 - 70 80 90 - 90 100 120 - JOB RIS LOW (L) SIGNIFICANT (S) The level ot normal exposure to job riskIhazard is so low as to be considered insignificant. Little risk me level of normal expc regularly used to preven of personal injury exists. known element 01 the 101 HOD 4'F POSITION ANALYSIS@ Inel Management Services 1987 WITION ELEMENTS 2 GOOD is The normal work sening I 15 moslly controlled where the incumbent is able lo pick and choose. except ~n rare instances. when and how much exposure to ahverse work environ. mente will occur. 3 FAIR The normal work sening i! not controlled lor tempera lure. atmosphere. sanita. lion. moisture or other les! desirable work enwon- menls and the employee's tms is almost mnstant. exposure to these condo- -. 'e lo jib risklhazard.ir ;ell. Safely devices are zidents. 4. POOR The normal work sening is not controlled lor environ- mental exposures such at lemperature, noise. atmos or other extremes: and phere. sanalatm moistwt exposure may be so severe that the employee cannot work lor prolonged periods under these mn- dnlions. 60 70 80 90 80 90 100 I loo I lZO 90 100 120 00 120 140 8 180 210 HIGH (H) The level of normal exposure to job risklhazard is so severe that the job musl take Into account a wide range of possible dangers. Extremely close atten- accldenls. 1 tion,to work activities 1s required to prevent 0 COMMONW€ALTH P€RSONN€L MANAG€M€NT S€RUIC€S 1280 Kent 0 Wbeaton, IL 60187 0 1630) 653-1361 0 FAX 16301 752-8751 Example: Librarian - Let us assume the City has just created a Librarian's position and that this job is given 3160 measuredjob element points. It derives those 3160 points from 1870 Elements of Knowledge points, 610 Elements of Problem Resolution points, 610 Elements of AuthoritylResponsibility points, and 70 Working Condition Elements points. Careful examination of each of the JOB ELEMENT METHOD OF POSITION ANALYSIS pde charts (copies of which are available from the Personnel Office) will show how the point total assignments are derived: Ekmcnts of Knowledge - Such a job as our examplc Llbrarian and three to four years practical expenence to be compclenlly poslhon requirer a Master's Degree in Library Sc~ence for entry, pcrformcd, which places it in the 5) Theoretical Educational to pamns in the nwst complex areas of library services, such as Pmpmntion caregory. To provide a full range of skilled support refcrence or children's services. this position rcquircs some knowlcdgc of how it must interact with olher City professional positions. with area school districts and wllegdmiversity libraries as well as with lhose pnvate sector fm that havc full- time professional librarim. To proply develop the library's variw techrucal book and pendcal collcctiom, the incumbent must have a fairly good understandmg of how the library limbon fits lnto the overall public mice Funcli0ll-s performed by the City. This gives the position a I1 - Limited level of Knowledge of Managing Work Operations and People patmmolall ages and ethruc backgrounds, the incumbent must Because of the way in whicb the positicm must intcract with &g lcvcl and ficelds of interest. This employee is expected to be tactful in approaching dmsions of new book acquisitiok deal with people well. The incumht must exercise a P - the above, the bbrarian nust advise ami assist patrons in the use Persuasive level of Skill in Relmting to Men. Lo addition to of dormation sources and r-h mcthodologies, preparc spenal blblioppk, ovasee paon use of reference materials, plans and executes programs ol inlerest to the general public, and oversee the selection and delivery of materials to the homebound and institutionaJmd individuals. If we locate the 5 11 p box on the guide charts, the point totals shown are 1420, knowledge level is leaning towards a 111 - Functiooml 1630 and 1870 The 1870 point value is chosen because the Integration and a 6) Seasoned Theoretical Educational Preparation. 0 Elements of Problem Resolution - The Librarian would bon at tk 4) Udomattd Elementmlly Strategic level of Thought Process Freedoms, becaw whle the end results tkmselves are dcfmcd. thc urcumbent 1s free to think ofa wide variw of%w to" approaches mgadmg improvement of patron services and raising the level of patron library education and knowledge. Tlus position must also develop svategx approaches for acquiring. retaining and discarding specialixd library wllections The Constraints Placed on Thinking Freedom round in this job lit well into the "D* Disciplinary discipline of the professional library science methodolow. Because no two patron problems are exactly alikc and because dealing with community standards issues in dcvcloping book 0 COmtIainl category slnce fmahl of though1 i5 govmed by the wllectim rcprescnls the b,pe of problem no one has prccisely solvcd before, the Intensity of Thinking Required is A) 610 and 700. The nature of this work is such that we are Analytical. The point total choices in the 4 D a box arc 530, wmicmblc with all of the defimtions choscn and havc therefore selatcd 610 points, or solid in the box. 1 Elements of Authority & Responsibility - The Authority to Act of an Librarian is relatively unstructured where many altcrnatives exist and the incumbent must apply a professional methodology to fmd the proper action to resolve a given set ol applies to this position. The Significance of Decisions such an problems Therefore the D) Professionally Guided category incumbent would make operate a at the 11, Small to lntcdtc Icvcl, in l~m~ oforganizational impact. As an in- how consultant to pawom and City enploym on a wide variety ofrefmce and document cataloguing matters, the Relation of Counseling/ Advisory Tk incumbent generally acts with very Work to Ultimate Outcome would be considcral 2) little direction from supervisors and must havc an awareness of goals, objectives, plans and sualegies of the whole library sys- incldmgofits gmwih and development willun the Cily Thls position would therefore be wnsiderd to rcceive c) The port total choicer in the D 11 2 c box include 530,610 and Minimal duechon in term of its Relationship lo Supervision. duection on selection of the c - Minimal category calls for 700 Havlngnwveduponertep~omalightI1(530points)[the moving up one step on the step chart], wc have chosen 610 points. Working Condition Elements - The Physical Demand level of the Llbrarian is chosen as B) NOhllNAL because physical activlty in shclving and reshelving books requires agnlticant stooping and lining (compared to a scdmtary Job). The Work sating is 1) EXCELLENT bxause thc incumbent works in an offiw-Wreenvircmmmt. Becauc of the fady Gequent stooping and IiRmg activity (back inJUnes are the number one cause of work related time lost injuries) the Job RirkRlazard factor is rated as S) SIGNIFICANT. The point total choices in the box climbed to reach many of the upper levcl shelving [in the older are 50, 60, and 70. Considering the tall ladders that must be Section of thc buildingl, we have chosen 70 points, or k3p-b *. IC we add together 1870 poinls of Knowledge, 610 points of hbh Resolution,GlOpointsofAuthority & Responsibility and 70 pomts of Working Conditions, llus hypthetical Llbrarian's Job mives a total of 3 160 Job Element points. July 1996 CITY OF BELOIT, WISCONSIN COMPENSATION .& BENEFITS SURVEY 0 (Write clarifying data on the back sides or attach additional sheets.) Organization Contact Person Ph. __- - Do you wish to receive a copy of the completed survey? YES 0 or NO 0 I No. of employees FT No. of Exempt Employees FT FTE FTE Do any of your employees work other than the standard 40 hour work week: 0 35 Hrs. 0 37% Hrs. 56 Hrs. or Other 11 Your current exempt pay plan can be described as: 0 Gradektep table; 0 Open range [just a range minimum, midpoint and maximum]; or 0 A fixed dollar value only with no range of pay established. Please attach a sample of your erempt pay plan or SALARYAVAGE ADJUSTMENT DATA: Your current exempt pay plan handles annual adjustments as: 0 A fixcd pcrccntagc incrcasc that is the sarnc for all employees [COLA]; Fixed Merit increase steps [e.g., 5%]; 0 A sliding scale of variable Merit increase amounts [e.g., 3% to 7% based on the employee’s evaluation]; or n 0th-e Do you use the same percentage of spread between pay range minimums and pay range maximums for all of th exempt jobs in your organization? 0 Yes 0 No . If yes, please indicate the percent of your range spread or range width. __ % he Do you determine salary ranges using the range midpoint as a key control point for range width or gradelstep calculations? Yes 0 No Do you adjust your ranges annually? 0 Yes 0 No V(JlV rUnC’t!.Vy ~ ~~ ~ Do you maintain a percent differential between supcrvisory employees and their highest paid non-esem non-supervisory subordinates? YES or NO 0 ~~ If yes, what is the target range in percent of differential? YO Do you have union lead persons? YES 0 or NO 0 If so, what amount do they receive above their base pay? Please indicate the amount in $ per hr or %. Do vou have a fixed percentage increase granted upon promotion? YES 0 or NO 0 Ifyes, indicate percentage: __ YO or indicate sliding scale percentage if applicable: from -YO to -% or describe nnjl other rules flraf you apply to defermine how much of an incrense ON emplo~eesl~ould receive upon promotion: I Do you participate in the Wisconsin Municipal Employer's Association Survey? YES 0 or NO If ves, skip to the next page. If no, please answer the following: LEAVE DATA: .-.-a - .. .1/,.- .. RETIREMENT DATA: What percentage of salary is No. paid holidays? paid by the exempt employee for the retiremenVpensjon No. days of annual vacation leave? plan? YO Does this percentage vary from one No. days of vacation leave accrual? employee group or bargaining unit to another? No. personal holidays- & sick leave days?- 0 Yes 0 No No. days of sick leave accrual? Civil/Military Leave [Please describe your policy for each]: Emergency Leave [Please describe your policy]: they have completed years of service. 1- uyes,please describe the dverences. An employee can be vested in your retirement plan after indicure /he amoun/provided anaor /Itepercen/uge of/hepremium puid by /he ~~ ~ cmploycef Flat base rate: S , individual coverage OR multiple of employee income x. __ Percentage of premiums paid by the employer -7'0 and by the employee YO Can the employee buy optional coverage for self? 0 Yes 0 No 3 Does your plan have a calendar-year, out-of-pocket maximum? YES or NO Exempt Non-esempt s-7- Maximum contribution per year, for a single employee s-*- s-*- Masimum contribution per year, for a two party option S-" s. Masimum contribution per year, for a family plan s. Long Term Disability Benefits: Docs your municipality providc any disability income protection insurance for employees who are injured away from the job? 0 Yes 0 No [IfVer. please descrihef: Coverage for the first thirty days: (1 Traininfluition Reimbursement: Please describe your policy on the reverse or attach a copy of the policy. 11 -. I Is a pnssing grade /e.g., C or better1 required to receive file reinrbursenlent? 0 Yes No I( OTHER BENEFITS: Do you have any other unique employee benefits? 0 Yes 0 No [lfves. please e.c 1 An important component of this study from our City Council'sperspective is a comparison of our staffing levels with those of other mmicipalities in comparable~~nc~ior~al areas. Please provide detailed organizational charts for each department, including the number of personnel in each position andlor classification (shown in fd time equivalents - FIX'S). Please reJer to the attached examplefrom our Public Works Department. 5 Class Title: STREETS, SOLID WASTElRECYCLlNG DlRECTOR [Exempt] This is supervisory work in relation to the construction, maintenance and repar of various public works and related facilities The work also includes the management and admuma0 term planning, public relations and education. Administers, reviewdevaluates the entire solid waste and recycling programs as well as public on of a citywde integrated solid waste management system of waste reductiodrecycling. long and short works hvities wih streets mcludme. street maintenance. snow plowina. street trees & riht-of-way maintenance. Reports to Director of Public .. . @Works. Class Title: WATER RESOURCES DIRECTOR [Exempt] Tlus is technical and supervisory work in the operation of a mdum size wastewater treatment plant. Work wolves responslbllity for planning, assigning, and supervising the work of skdled workers, technicians and lab personnel. Work includes maintaining records of overall plant e5ciency and takmg steps necessary to maintain plant quality controls. General supervision is received from the Dlrector of Public Works w~th considerable independence and Judgment given in establishg and implementing work methods and practices. Work is reviewed through mspecti04 analysis of repor& and evaluation of overall plant performance. Supervises the Fleet Managers and provides assistance as necessary. Class Title: ENVIRONMENTAL COORDIh'ATOR (Industrial Pretreatment) [Exempt] This is technical and supervisory work interacting with industries to convey the intent of the Pretreatment Program Enforces regulations in accordance with local, state and federal regulations. Inspects and issues permits for industrial discharge. Analyzes compliance of industries to their pemut conditions and recommends enforcement actions if necessary. Instructs clean-up crew dunng times of prohibited. accldentaJ and hazardous spills. Monitors indusmes annually. Develops and proposes local limits. Reviews contaminated llquid materials for dlsposal at the Treatment Plant. Reports to the Water Resources Director for oversight and review of program Class Title: PROJECT (CIVIL) ENGINEER [Exempt] This is professional engmeenng work in the design. construction and lnspectlon of public works projects Tlus work involves techcal storm sewers and other public works projects. Work involves the application of professional engineering skills and knowledge of a wide variety responsibility for participahg in and overseeing municipal enpeering projecb includmg the design and construction of streets, sanitary and ofmunicipal engineering problems The incumbent supervises engineering support personnel and work crews in any phase of enweering work [surveys. design or inspection] on an assigned project. Work is performed independently, with initiative, in accomplishing project objectives and in assuring the effectiveness of delegated operations. Assignments are received from the Assistant Director of Public Works, who expects the incumbent to exercise independent judgment in applying policies, determining work methods and approaches, and m proceeding to the complenon ofeach project. Work is reviewed for adherence to general policy guidelines, through conferences. reports and a general observation of results 0 Class Title: TRANSIT MANAGER [Exempt] This position is responsible for developing and drecting the city transit system. Involves establishg work policies and procedures, maintaining equipment facilities. bus shelters and rate signs and supervising suborhtes. Promotes transit services through advertising media and responds to public requests for informanon. Supervises the maintenance of vehicles, equipment and facilities as well as the files and records of transit information. Reports to the Assistant Director of Public Works. Class Title: DIRECTOR OF PUBLIC WORKS [Exempt] This is professional and administrative work in drecting a diverslfed public works program for the city. %s position involves responsibility for duedmg the work of the engineerinp transit system, sueetsisolid waste, parks and recreations units in the design, comttuction, and inspection of all activities. The incumbent must interact well with the public, with State and County officials, with contractors. developers. hommmers. and oiher public works professionals and must exercise considerable initiative, mdependence and discretlon. Work is implemented and coordinated through professional and para-professional subordinates who supervise staffof techcal. skilled and general workers. llus work is performed under the general direction of the City Manager who establishes broad ObJeCtlves, goals and capital mprovement project priorities. observation of results obtained. Work is performed with professional discretion and judgment in meeting those objectives and is reviewed through conferences, reports, and EXTERNAL MARKET SURVEY - Mar/Apr 97 DESCENDMG POINTS SHEET JOB CITY OF MEQUON, WI ELEMENT 0 SURYEYEDPOS~ON TITLE POINTS MIN MP MAX CODE ~- "_ Director of Public Works Director of Finandreasurer Director of Public Works Director of Fmandrezwer Police Chief Director ofPublic Works Fire Chief ChiefofPolice Chief of Police City Engineer Fie Chief Chief of Police Lieutenant of Police Dir. of community Dvlmnt. City Engineer Sewer hiaint. Supt. HR Director City Engineer City Engineer Director of Public Works Chief of Police Fire Chief 0 Director of Public Works Director of Finance & Treasurer Director of Public Works Police Chief City Engineer Fire Chief Chief of Police Police Chief Police cpt. Chief of Police Director of Parks & Recfn HR Dir. Dir. of Comm. Dvlmnt. Chief of Police Director of Public Works City Engineer Director of Public Works Community Dvtmnt. Director Ci Engineer Director of Public Works Fire Chief Police Lieutenant Deputy Police Chief City Engineer City Engineer 0 9440 9330 9440 9330 93 10 9220 9100 9140 9190 8900 83 IO 9120 6900 8980 8900 8150 7970 7910 8900 8260 9150 83 10 8890 8690 8470 8990 8760 8670 8980 8410 6980 8450 7270 7320 7100 8980 8820 8390 8390 8180 8200 8120 8 100 6880 6920 8170 7900 $61,771 $58.274 $61,771 $58,274 $58.274 $53,663 $54,976 $61.017 $50.046 $50,046 $50,046 $52.500 $56,007 $51,865 $51,865 $5 1,865 $51,865 $54.274 $50,277 $48.314 $51.149 $51,017 $48.442 $48,919 $48,919 $50.010 $50,010 $50,010 $48,776 $51,555 $49,525 $46,510 $48,928 $46,837 $46,837 $46,942 $48,256 $37,886 $37,886 $48,213 $46,609 $45,075 $46,454 $47.731 $44,743 $46,072 $44.396 $71,037 $67.016 $71,037 $67.016 $67,016 $64,396 $63,223 $63,199 $60,055 $60,055 $60.055 $60,000 $59,661 $59,645 $59.645 $59,645 $59,645 $59,063 %j8,986 $58,563 $58,456 $58,199 $58,125 $57,528 $57,528 $57,505 $57.505 $57,505 $57,312 $57,104 $56,600 $56,376 $56,268 $56.205 $56.205 $55,226 $55.150 $55,150 $55,150 $55,100 $54,835 $54,636 $54,584 $54,550 $54,234 $54,202 $53.813 $80,303 $75.757 $75,757 $75,757 $75,128 $71,469 $65.380 $70.064 $70,064 $70,064 $67,500 $63.314 $67,424 $67,424 $67,424 $67.424 $63,852 $67,694 $68,812 $65,763 $65,380 s67.808 $66,137 $66.1 3 7 $65,000 $65,000 $65,000 $65.848 $62,653 $63.675 $66,242 $63.607 $65.572 $65,572 $63,510 $62,044 $47.262 $47,262 $61,988 $63.060 $64,197 $62,713 $61,369 $63,725 $62,332 $63.230 $80,303 BROKFLD BROKFLD BROKFLD BROKFLD BROKFLD DEPERE BROKFLD GRENFLD WEND WEND WEND SHRWD GRENFLD BROKFLD BROKFLD BROKFLD BROKFLD WISRPD GRENnD GRMNTN CDRBRG GRFNFLD WEND GRENFLD GRENFLD OAKCRK OAKCRK OAKCRK DEPFRE WISRPD SHRWD GRMNTN BROKFLD WBEND WEND SWRIE SHRWD CDRBRG CDRBRG SHRWD SUNPRIE ALouFi! DEPERE SHRWD GRMNTN KAUKNA GRMNTN L.. I StlWllOa AUWlWS 1WflNNW .. m I- [r 0 I a -T SklVllOa AklVWS 1WlNNW -8 - c "--8 c "-8 v) c Z "-3 5 e c z ""E w I W A "3 m 0 3 "8 e ................ . ..... 7 ...... .......... - .. ............ .- - . . ". - .. ". .. ...... ." ... '' .s z- 0 a W ..I. .... Ll. 0 " .... g-.. a ....... ! - .. .... ........... b"-k .- . .... . ^. . - \ \ ... .... L ....... ... - - \ ......... - ....... .. .. ' ............. *: ........ \ _~... ........... ...... . . ......... .- / ....... - ..... ......... - \ ...... - - ........ ...... \ POLICY DECISIONS REQUIRED IN CONSTRUCTING A NEWSALARYNAGE PLAN 1. Where should the Recommended Salary Policy Line be positioned in relation to each salary practice group's survey market segment? At the 50th percentile, at the 60th percentile, at the 75th percentile, etc.? 11. Should all salary practice groupshargaining units have the same salary schedule or should there be separate salary schedules? Some public employers have different salary schedules for FLSA exempt and non-exempt employees. 111. Should the salary schedules set up be open range schedules 1i.e ., 0 only a minimum, midpoint and maximum printed fov cacl I ronqe] or grade-step tables? a. What should the range widths, that is the difference between the minimum and maximum pay, be [80% - l209/0,859/0 - 115%, el,]? I. 80% - 120% frequently cover executive, management & professionals; 2. 85% - 1 15% often cover clerical, office, technical & public safety positions; 3. 90% - I 10% is mostly used for labor & trades jobs with short learning curves. b. C. d. What percentage difference should there be between the midpoints of each range [eq., 59/0,7!h%, 10% OP 15%]? If gradektep tables are chosen, what percentage difference should be set-up between grades [e.g., 2/2 10 h, 5%, etc.]? If gradektep tables are chosen, should grades and steps go from the minimum to the maximum of the range or only from the ,minimum to the midpoint, with open ranges set above the midpoint? IV. How will employees move from the range minimum to the maximum? a. Will non-union employee increases be linked to performance? If so, on what basis? 1. Sliding scale merit increase [eq., 3% to 9%]? 2. Regressed sliding scale increase where the distinguished performer gets a larger percentage increase if under the midpoint than if over it -- the same €or commendable or competent performers? b. Will employee increases be partially linked to performance? 1. Single step increases to midpoint; and 2. Sliding scale increases above midpoint? OR 3. One, two or three step increases available based on ratings? [This examp I e requires a qraddstep table with 2~2% differences Ltween steps fop a 2~2%~ 5?’0 or 7~2% increase]. c. Will there be no linkage of increases to performance? Will incumbents move one step in grade each year, regardless of @ performance [except those receivinq an unsatisfactory ratinqs]. V. How will the pay plan be adjusted to keep current with changes in the job market? a. Will the schedule be adjusted annually to address annual market movement? b. How often will you resurvey your specifically defined job market [market surveys help you see not only what impact cost of living has had on waqes or salaries, but also what impact tLe scarcity or surplus of job skill supply/demand has had on pay for specific occupation specialties]? c. Will you grant merit increases at the same time that you make a general adjustment to the pay scale for cost of living increases [i.e., roll the merit increase into the market adjustment for a once a year increase, some of which is merit and some o f which is market adjustment]? d. Will you grant merit increases on the employee's anniversary date and grant pay scale increases at the beginning of the new fiscal year? VI. Will a bonus system be available for those at the range maximum? a. Who will be eligible? Only those at the range maximum? b. Should it be paid in a single end-of-year check? C. d. e. f. Should it be earned anew each year? Should it be based on better than competent performance? Should it be a percentage of salary or fixed dollar amounts? Should it be limited to one year in three, every other year or should it be available each year a person is at the maximum of their range? Development of the compensation plan recommendations included in the CPMS salary plan report are contingent upon receiving input from management and the governing body to address the above issues. CITY OF BELOIT NEW NEW PAY PLAN - 1997-98 SALARY SAM' JOB MIN MP MAX ASA%ag CODE POSITION TITLE PTS. 80% 200% 220% ofMP CM PW ADM PD ATT CD FD PH HR LB PD PW PD CM e ATT FD CD PW PW ADM CD ADM PW CD PW PH FD FD FD PH CD City Manager 13960 $67,726 Public Works Director 10260 $55,718 Admin. Svcs. Dir. 10230 $55,718 Chief of Police 9730 $53,066 City Attorney 9460 $53,066 Community Dvlmnt. Director 9 180 $50,538 Fire Chief 8980 $50,538 Public Health Dir, 8930 $50,538 Personnebbor Relations Dir 8900 $50,538 Library Director 7980 $45,840 Deputy Police Chief [Operations] 7920 $45,840 Dir. of Water Resources 7410 $45,840 Deputy Police Chief [Admin.] 7390 $45,840 Assistant City Manager 7180 $43,657 Asst. Dir. of Public Works 6980 $41,578 Info. Svcs. Dir. 6980 $43,657 Asst. City Attorney Iprosecutor] 6650 $41,578 Asst. Fire Chief 6500 $41,578 Director of Planning 5760 $39,598 Dir. of Parks & Recr'n 5740 $39,598 Dir, of Streets & Solid Waste 5580 $39,598 City Assessor 5030 $37,713 Dir. of the Beloit Housing Auth. 5030 $37,713 Manager of Accounting 5030 $37,713 Environmental Engineer 4890 $37,713 Dir. of Housing Svcs. 4820 $35,917 Transit Manager 4750 $35,917 Dir. of the HUB Center 4680 $35,91.7 Deputy Fire Chief 4600 $35,917 Deputy Fire Chief 4600 $35,917 Deputy Fire Chief 4600 $35,917 Public Health Nursing Supvr 4590 $35,917 Chief of Wastewater Operations 4580 $35,917 EEOC Coord. Iprt time rate annualized] 4350 $35,917 Econ. Dvlmnt. Coord. 4340 $35,917 $84,658 $69,648 $69,648 $66,332 $66,332 $63,173 $63,173 $63,173 $63,173 $57,300 $57,300 $57,300 $57,300 $54,571 $51,973 $54,571 $5 1,973 $5 1,973 $49,498 $49,498 $49,498 $47,14 1 $47,141 $47,141 $47,141 $44,8% $44,896 $44,896 $44,896 $44,896 $44,896 $44,896 $44,896 $44,896 $44,896 $101,590 $83,578 $83,578 $79,598 $79,598 $75,808 $75,808 $75,808 $75,808 $68,760 $68,760 $68,760 $68,760 $65,485 $62,368 $65,485 $62,368 $62,368 $59,398 $59,398 $59,398 $56,569 $56,569 $56,569 $56,569 $53,875 $53,875 $53,875 $53,875 $53,875 $53,875 $53,875 $53,875 $53,875 $53,875 83.4% 100.2% 90.5% 92.7% 86.5% 90.8% 94.1% 92.5% 90.5% 86.0% 99.9% 105.2% 95.1% 77.8% 106.1% 90.5% 79.7% 107.3% 101.5% 93.6% 90.3% 90.9% 88.7% 10 1.4% 93.3% 109.3% 104.9% 66.5% 119.3% 117.5% 105.8% 88.8% 96.5% 96.0% 89.7% e E 0 W vl d 119 9 0 W 0" vl d b4 rg 3 E d 0 2- b4 W d 0 2 W b4 VI N E 0 YOUR SALARY ADMINISTRATION PLAN WITH THE VILLAGE OF NEW LENOX COMMONW€ALTH P€R<ONN€L MRNRG€M€NT C€RVIC€T YOUR SALARY ADMINISTRATION PROGRAM WITH THE VILLAGE OF NEW LENOX A FEW WORDS ABOUT OUR PROGRAM The services the Village of New Lenox provides its citizens are only as good as the quality of employees that deliver them. Because the Village is interested in providing the best in quality government services, we hired Commonwealth Personnel Management Services to help us develop and implement a new salary adminis- tration program. This new pay plan can help us coc- tinue to attract and retain quality employees. Your new salary administration prognm is structured to be both objective and fair, because it is designed to recognize the value of your position’s contribution to the Village. As part of our ongoing effort to build up the level of trust within the Village organization, we want you to better understand how the salary administration prc- gram works and how it impacts you. This brochure is a part of that effort It is designed to explain the classification and pay plan so that everyone can appreciate what it means to them GOALS OF THE NEW SALARY PLAN It is important to set up pay policies that encourage employees to grow in their jobs by linking salary oppor- tunity to the sue of the job and to how well it is being performed. The Village’s new salary plan is designed to meet a number of important goals. An effective salary administration program should: Achieve internal equity. We want to reward equal work with equal pay and to relate the dollars offered in merent pay ranges to the sue of the job so that increasingly larger jobs are paid proportionately larger salaries. Establish competitive salary rates. Pay policies are set at levels that are sufficiently competitive (of similar size) to enable the Village to draw with other Chicago area municipal employers Help motivate employees through paypm- grams that recognize individual value, worth and contribution We try to recognize the worth of a position based on what it contributes to achieving the Village’s mission, goals and objectives. By giving the largest increases to the most deserving performers we create a work climate that rewards excellence and stimulates personal growth, in both job knowledge and competence. Have continued relevance by keeping current and being easily mainrained The pay plan needs to be easily adjusted to changes in the sue of Village jobs, in the structure of Village the public sector labor market, in changes in Departments, in the rates of pay prevailing in or demand for various different job skills. the cost of living or to changes in the supply of Be communicated to and understood by Village employees. People have a right to know how their salary plan works, and how it affects them - individually and personally, and what voice they or other employees have in the overall salary administration process. Bepublicly stated and adopted When the Village Board goes on record as adopting a par- ticular pay philosophy and policy, they are set- ting fonh the criteria they will use for determining present and Future salary decisions. By doing this, they lay the foundation for creat- ing a climate of trust - which is the basis for a sound working partnership that can last well into the Future. HOW THE PROCESS WORKS Documenting the Work Assigned Each Job Once each employee was oriented in the overall salary - quality people into its service. study process, each participant in the program was .. given a position description questionnaire to complete for his or her position, along with a copy of the most recent job description on file for the job. The completed forms were reviewed by each employee’s immediate supervisor and by the Department Head for complete- ness and accuracy. One goal of this process was to gather the most current and accurate information avail- that both supervisors and employees agreed upon and able about the position, but another goal was to assure understood each position’s job expectations. The completed and signed job description questiorr naires and revised job descriptions set forth, in detail, information about the job, such as: what level of knowledge is required to perform it; how difficult is the task of resolving the problems the position must deal with; what level of authority or independence of action is given the job; and how demanding are the working conditions the job incumbent must face each day. Using this approach lo gathering information about jobs, the Village is able to examine jobs from many perspectives and to better understand how each job fits into the bigger picture of departmental and Village operations. As significant changes occur in the nature of a position’s work assignment, and as people doing the work grow in their jobs and expand the work areas their position is accountable for handling new or revised position description questionnaires should be com- pleted. In this way, not only the information about what each job does can be kept current, but also position classification, job evaluation and salary or pay range decisions are able to keep pace with organizational change. Evaluating the Elements of Jobs produced current and accurate job information, and When each Village department was satisfied that it had obtain a more thorough understanding of how each job aAer the Consultant interviewed every employee to functions within its department, the job evaluation pre cess was begun. and revised job descriptions, the consultant worked with Using completed position description questionnaires the Village Administrator and key stafTin conducting the JOB ELEMENT METHOD OF POSITION ANALYSIS. Once these individuals were trained in the job evalu* tion process, they were asked to do three things: 0 Assess the relative worth of various positions to the Village; Compare the relationships of different positions using factors that are common to all jobs to make those comparisons: Reflect those relative factor comparisons by determining how many job element points should be assigned to each Village position. The objective was to measure the sizes of various jobs employee’s performance. This process looked only at without attempting to measure any individual the set of duties and responsibilities that were written up in the position questionnaire and job description. lant and a member of the Village administration When the initial evaluations were complete, the Consul- reviewed the overall results. A number of point total adjustments came out of this review process. Comparing and ranking jobs that are quite dissimilar can be a very diflicult task. The evaluation process is able to accomplish this demanding responsibility by evaluating four basic factors common to all jobs. These factors include: (I ) Elements of Knowledge; (2) Elements of Problem Resolution; (3) Elements of Authority and Responsibility; and (4) Elements of Working Condition. The ELEMENTS OF KNOWLEDGE factors measures the depth of knowledge and experience required to competently perform position tasks; the knowledge of managing work operations and people; and the skill in relating to others, that all positions need to function. Here the process examines the sum total of all knowledges. skills and/or abilities an incumbent must possess to competently perform the position’s various functions, duties and responsibilities. The factor for ELEMENTS OF PROBLEM constraints placed on thinking freedom, and the inten- RESOLUTION assesses thought process freedoms; the degree of mental effort that must be put forth. sity of thinking required for each position to determine a STUDY PROCES YOUR ROLE: 0 Attend Orientations 0 Complete & Update Organize Personal Questionnaire Job Description Notes About Job Responsibilities 0 Turn Completed JDQ In To Your Supervisor for the Village of . QY Pay and CI k Project Planning Update Job Evaiuatlon And Employee Oercrlptlons Ranking of Jobs Orlentallonr OUR RESPONSIBILITY 0 Approve Work Plan 0 Orient Top Managers 0 Conduct Employee Orientations Make 'Sure You Understand & Agree On Your Job's Expectations 0 Keep Job Descriptions Current As Jobs Grow And Evolve 0 Evaluate Jobs Based On Assigned Work 0 Rank Jobs Fairly & Objectively 0 To Assure Classificatio Standards A Properly Apl To All Villag 5 FLOW CHART lgox’s Employee i tion Plan Understand The Village Administration’s Pay Policy Recommendations Munlclpal Salary Policy res Analysis Job Market Recommendallons To Assure All Jobs 0 To Accurately Track To Keep Pay Policies Are Paid Consistent And Measure Changes Competitive With With Their Relative & Trends In The Annual Municipal Value To The Village Municipal Job Market Market Adjustments 1 ~bs Organization The ELEMENTS OF AUTHORITY & RESPON- SIBILITY factor evaluates each position’s authority to act; significance of decisions; relation of work to ultimate outcomes; and relationship to supervision. The WORKING CONDITION ELEMENTS chart analyzes the physical demand; work setting; and job risk/hazard factors associated with each position, as a part of the context within which each job must function. By applying the point values that were developed expressly for the Village of New Lenox’s diversity of occupation specialties, the Consultan4 Administrator and key staff selected a point total for every position from the four Job Element factor charts. The total of points accumulated from all four charts reflect the position’s relative value to the Village organization as well as its overall position evaluation. The finalized point total evaluation all positions were assigned is shown in the Summary of Evaluations, that is available for your examination in the Administrator’s Office. Your point assignment total will typically remain the same until such time as new job documentation shows that significant job growth has occurred to warrant re- evaluation of your position. While the point assignments given each position are useful analytical tools, the points should not be looked on as having too much meaning - in and of themselves. The assignment of points is an objective way to measure job size. It is used to help better understand both current and future pay policies. But, the accumulation of points in a particular position should not become an obsession or even an objective. The Consultant has a role in this process that is much like that of an umpire in a baseball game. Managers, supervisors and employees make the plays (in making and executing decisions about who is going to do what work) and the evaluator makes a call (much lie calling a ball or a strike, or call- ing the runner safe or out) about what that particular set of work assignments is worth - in Job Element Points. Buf because we can express the size of all Village jobs in points, we can compare otherwise dissimilar jobs by comparing their point totals. This process allows the Village to rank all jobs from the highest to the lowest point total and to make judgments about each job’s rela- tive value or comparative contribution to the overall Village organizational effort. By looking at the point total patterns in each major occupational grouping, new or revised classification structures can be created. For example, this point total panern analysis can tell the Village whether it has two, three, or even four levels of LaborerIOperator jobs in the Public Works Department by determining how many valid clusters of points appear after having evaluated all of the Village’s Public Works jobs. This process was used to construct the new Schematic Index of Occupational Titles, which is available for your inspection in the Administrator’s Office. APPEALING THE RESULTS If you are dissatisfied with the results of the new pay plan’s impact on your job, you may appeal the decision by completing an appeal form and a revised position description questionnaire. You may appeal your classification, your job element point total, or the salary range assigned your position, but you must make it clear which of these you are appealing. This process begins with your Department Head who will review it and may cannot be resolved, the Consultant may be called upon forward it to the Village Administrator. If your concerns to provide advice, as necessary. Employees can request the progression of steps necessary to satisfy themselves that every aspect of their work has been examined before a final determination is reached. ESTABLISHING NEW PAY POLICIES The Village uses Job Element Points to measure the various job sizes of the many positions that other Chicago area communities report in through the~salary survey it conducts annually. These salary surveys help the Village’s salary policies keep pace with the labor market and therefore provide you with more competitive salary levels. The points your position is assigned help determine the pay range into which you are placed. This then assures your job is valued consistently with other positions of similar job size. what pay range minimum and maximum apply to your Ultimately, job size and market conditions determine position. However, how quickly and how far you will move within that range will be determined by how effec- how well you accomplish those end results for which you are held accountable. 3 tively you perform your position’s expectations and by A SUMMARY STATEMENT The Village of New Lenox’s new salary administration program is designed to provide you with a more effeo live, objective and fair compensation system. This plan will recognize your value to the Village organization in tial through sustained personal job growth and effective a way that allows you to maximize your earning potec- performance of your assigned responsibilities. At the same time as you are striving to reach these personal goals, you will be providing more effective, quality municipal services to the citizens of our community. Here at the Village of New Lenox, we believe our people are our most important resource. We have put together this new salary administration program to help you realize how seriously we stand behind our commit- ment to you! m COMMONW€ALTH PCRSONN€L MANAC€M€NT S€RVIC€S 1280 Kent 4 Wheaton, IL 60187 4 1630) 653-1361 4 FAX 16301 752-8751 CLIENT REFERENCE CONTACT LIST 0 0 Mr. Alan M. Tollefson, Personnel & Labor Relations Dir. 4th Floor, Beloit City Hall 100 State Street Beloit, WI 5351 I [608] 364-6610 Mr. James Gennrich, Vice President Weyenberg Pulic Library Board c/o: Administrative Offices Weasler Engineering West Bend, WI 53095 (414) 338-5447 Mr. James Kozina, Dir. of Personnel City of Racine Personnel Dept. City Hall Building 730 Washington Avenue Racine, Wisconsin 53403 (414) 636-9175 Mr. Kenneth Bonder, City Administrator City of Prospect Heights One N. Elmhurst Road Prospect Heights, IL. [847] 398-6070 Mr. Russ Loebe, Village Administrator New Lenox Village Hall 70 1 West Haven Avenue New Lenox, Illinois 6045 I (815) 485-6452 Mr. Thomas Borchert, City Manager Elmhurst City Hall 209 N. York St. Elmhurst, Illinois 60126 (630) 530-3106 Mr. Harry Kollman, City Administrator Mequon Oftice of the Administrator Mequon City Hall Bldg. 11333 North Cedarburg Rd. Mequon, WI 53092 (414) 242-9655 Mr. Kurt A. Dally, Human Res. Dir. Green Bay Metropolitan Sewerage District 2331 North Quincy Street Green Bay, WI 54307 (920) 4324893 Mr. James Nemke, Chief Engineer & Director District Administrative Offices Madison Metropolitan Sewerage District 16 IO Moorland Road Madison, Wisconsin 53713-3398 [608] 222-1201 Ms. Janis St. John, Pers. Dir. Walworth County Personnel Dept. County Administration Bldg. Court House Square Elkhorn, WI 53121 (41 4) 74 14290 Mr. Richard L. Kinas, Personnel Mngr Kalamazoo County Personnel Dept. County Administration Bldg. 20 1 West Kalamazoo Avenue Kalamazoo, Michigan 49007 (616) 383-8953 Mr. James A. Sennish, Dir. of Human Resources & Labor Relations Sandusky City Hall, 222 Meigs Street Sandusky, OH 44870 (4 19) 627-5929 e 0 0 COMMONW€ALTH P€RSONNB MANAC€M€NT S€RVIC€S 1280 Kent 9 Wheaton, Illinois 60187 9 Phone: 16301 653-1361 9 Fax: (6301 752-8751 SOME OF OUR ACCOMPLISHMENTS CrrY OF BELOIT, WI (1996) - !his project mvolved performing a complete classification and compensation system review of all of the City's l20+ non-union employees committee of City staff in job evaluatioh revising the City's including desk audts with all participants, training a classlfication schedule, performing internal equity analysis and external market competltiveness assessments. Also determine if the City required additional stafling in any of its included was an organization analps and staffing study to major operating departments. All of these related amvities were aimed at developing new salary admirusuahon policies and implementing a new pay plan. Tlus project included the Beloit Housmg Authonty, incorporating C~ty run public housing uts and the Section 8 public housing component. City of &quon, Wisconsin - In 1997, CPMS conducted a complete position classification study of dl of the City's 3W non-union positions; conducted orientations and desk audits; kained management in the job evaluation process; set-up a new sbllcture of classes; adyzed internal equity; surveyed a comparable municipal labor market; and developed new salary policies to deal with severe salary compression issues; and prepared a brochure to communicate the new pay plan to all participating employees, along with two days of post project orientations to explain he new program to each study pup member. Addtionally, we mtalled a pay-for-performance based, job content dnven performance management and evaluation program and conducted the kaining needed to implement the new rating process. We also developed a brochure outlining the ongoing performance evaluation process. hch was presented to the employees. in half day kaining sessions, as part of the overall study. GREEN BAY METRO SEWERAGE DISTRICT, Clseo classlfication study of the Dlstrids '12W positions; Bay, WI CPMS conducted a complete position trained a nine member committee of employees, supervisors conducted desk audit interviews with 55 District employees; &managersintheIOQB~~OfPO~ ATlA'fsIs; revised the mcture of occupational classes; classifications and developed a new career ladder plan allocated each position to the most appropriate job whlch is having a nqor organizational impact on the developed a new salary plan, pay plan and salary structure Maintenance Division and the Treatment Division; and based on internal equity and external market surveys -- all to be tied to a pay-for-performance "Merit System" plan that is being contemplated to start in the spring. A follow-up project was approved to the Classification and Pay Study, employee orientations to describe the overall results to the wtuch mvolved conducting a series of post-project staff in terms they can understand We also developed a brochure outlining the ongoing salary adnunistration process. wiuch was presented to the employees der the Board approved the study. We conducted a revised new market survey and a salary policy update in the fall of 1994. CITY OF RACINE, WI - Th~s 1983 project consisted of a position classification and pay study of the City's 600+ non-represented employees. We conducted one desk audit per class, prepared and reviewed job descriptions; developed a new classlfication structure; conducted committee job content evaldons of all new classes; surveyed the external job market; and developed a new salary policy and pay plan. WEYENBERC PUBLIC LIBRARY, MEQUON, WI - In 1997. CPMS conducted he first formal position classification program encompassing all of the Library's 20+ fulhme and part-time positions; conducted orientations and desk audits; trained a small committee of key management in the job evaluation process; created a complete set of classes. analyzed internal equity; surveyed the Wisconsin library labor market; and developed new salary policy recommendations and job descriptions. Addtionally, we installed a pay-for-performance based, job progrm and trained every employee in how to develop content dnven performance management and evaluation their own job content based performance management and evaluation process, wtuch was presented to the employees, UI halfday tr;urUng sessions. as part of the overall study WALWORTH COUNTY, WI - This project entailed a county-wide evaluation and salary plan study of all 400+ employees in 1983. h project included desk audits of a representative sample of jobs, struauring of new classification plans for the County Hospital, the County Mental Health Center, the County Farm, the County Sheriffs Department and nine other operating departments. the process of evaluating the job content of classifications. Led a laborlmanagement job evaluation committee through surveyed appropriate external markets for each salary practice group; and constructed a new salary policy and pay plan. T&fied at Arbitration hearings on the results of our market analysis of the relationshp of the existing Sheriffs county governments in W~sconsm. Deputies won contra to other similar Jobs throughout MADlSON METRO SEWERAGE DISTRICT, Madison, WI CPMS conducted a complete series of supervisory and management training programs for all of the Dihct's firsf line supervisors, which involved conducting a survey of supervisory attitudes and designing the training program and manuals around the results. We also conducted a short performance evaluations. workshop on concepts and attitudes dealing with MILWAUKEE COUNTY, WI - Participated in a position classification study of non-represented positions. positions. and prepared class specifications. This study interviewed job incumbents, classified and evaluated included the County Hospital, Health Department & Mental Health facility. the County Stadium Museum & Zoo, the County courts. the County Sheriffs Office and Jail, the County Roads Commission and all of the County's admuustrative offices COUNTY OF LAKE, IL - In 1986, Mr. Gethmann conducted job evaluation study and compensation analysis for Sheriffs Department's Deputy Sheriff positions (Road Deputy, Warrants Deputy. and Process Serving Deputy) to determine appropriate rates of pay. Testified at Labor Relations Arbitration hearing on establishment of separate pay rates for each disbnctiy different deputy position, helping the County to win the arbitration award In 1995, CPMS conducted a comprehensive a job analysis study of the SheriB's Department's Deputy She& and Corrections Techcian pos~tions. Though both classes are classification were represented by the Fratemal Order of in separate bargaining units. all positions in either CPMS conduct a study of the pay relationships existing Police. The Lake County Government agreed to have between its Deputy Sheriff and Corrections Technician positions, using the CPMS JOB "lH3D Of POWlON MY% for makmg determinations of comparability. The Corrections Technician classlficabon assignments in the Corrections pods, the bookmg desk that wa~ studied included distinct position types for prisoner classification, prisoner transport and work release supervision. These position assignments were compared to the Deputy Sheriffs classdication This classification includes hct position types for hghway patrol, detectives, court security, warrants and process, evidence technicians, special unit deputies [i.e., K-9 OLficerl and There WBS parhcular concern with the internal equity of community servidpublic educatiodcrime prevention. these two classes relative pay relationships. Our study resolved that issue. CITY OF WOODSTOCK, mmols - ~n 1990, CPMS I conducted a complete position classification study of all of the City's 90+ positions; conducted orientations and desk audits; trained management in the job duation process; set-up a new structure of classifications; analyzed internal equjty; surveyed the municipal labor market; and developed new salary policy recommendations and job descriptiom. content driven performance management and evaluation Addtionally, we installed a pay-for-performance based, job the new rating process. We also developed a brochure program, and conducted the training needed to implement outlining the ongoing performance evaluation process, which was presented to the employees, in half day training sessions, as part ofthe overall study. In 1992 we prepared an update of the labor market survey and pronded new salary policy recommendations and market adjustments to the pay plan. McHENRY CO. CONSERVATION DIST., Ringwood, 1L - In 1997, CPMS conducted a complete posltion classificarion study of all of the District's 40+ positions; conducted orientations and desk audts; trained management classifications; analyzed internal equity; surveyed the local in the job evaluation process; set-up a new structure of park district/ forest preserve districtlwnservation district labor market; and developed new salary policy recommendations and job descriptions. McklENRY COUNTY HOUSING AUTHORITY, Woodstock, IL - CPMS conducted the very first study of classification and wmpensabon needs of this 30+ employee organization. lhs project involved desk audi& of all individual employees, job content evaluations, job description preparation [to meet ADA at-&&], a market survey of housing authority and public sector compensation levels for similarly situated jobs in Northeastem Illinois and the conduct of an employee appeal process. CITY OF BOLINGBRWK, IL - This 1984 review of City posltion classification and pay prachces included all City jobs with particular concentration on pay equity issues betwem police and fire personnel; wrote Job descriptions; directed job evaluation committee, and prepared a new salary plan VILLAGE OF RANTOW IL -This project required the design and implementation a simplified, job wntent based. performance appraisal and improvement plan for all Village employees including police, tire, and public works; and designed a m&od for linking pay increment levels to performance evaluations. CITY OF ROCKFORD, IL - Tlus study included a complete job evaluation system audit of all City non- committee and a job evaluation committee; and conducted represented jobs; hed both a job documentation an updated search of the appropriate job markm and salary practice data for ftdzing a new salary policy. exempt job content evaluations and mined new County DUPAGE COUNTY, IL - Conducted limited review of methodology Also conducted a small study of the impact Personnel otfice staff in the job content evaluation A COMMONW€ALTH P€RSONN€L MANAGWENT S€RVIC€S w 1280 Kent CI Wheaton, Illinois 60187 0 Phone: 16301 653-1361 0 Fax: 16301 752-8751 of the Court reorganizahon on the job content and salary levels of the Court Adnunistrator, Deputy Court Adnurustrator, and several other pos~tions. VILLAGE OF WIMYETKA, IL - This client required a classification & salary plan study for all ZOO+ Vlllage CITY OF JOLIET, IL - Conducted a complete review of all City clerical classifications including having participating employeer complete Position Description Questionnaires, conducting mdvidual desk audts with each class with the Human Resources Director, and participant, quantitatively evaluating the job content of each recommending a new classification StruCNre and relative ranking of positions based on the study. WLLAGE OF NEW LENOX, LLLINOIS - In 1989 CPMS conducted a position classification, job evaluation and salary administration study of all the Village's full time positions (including five positions at the Wastewater Treatment Plant). Steps included in the process were employee orientations. job description questionnaire des& content evaluahon of each positioq definition and surveymg desk and field audit interviews with all employees, job of comparable municipal employers, development of new salary policy recommendations. Idage of new salary polickes with the "Merit" pay plan and presentahon of the results to the Village Board. We also installed a Performance Evaluation & Management program for all specifications for ADA compliance, as well conducted new Village employees. In 1993. we updated all class job content evaluahons for all positions added since OUT first Study. VILLAGE OF FRANKFORT, ILLINOIS - In 1987 CPMS conducted a complete position classdidon study of all of the Village's positions; conducted employee onentations and 35 desk audits; trained stafF in the job evaluation process; revised the structure of classifications; analyzed intemal equity; surveyed the municipal labor market; and developed new salary policy recommendations and job descriptions. Ah included was a separate study with committee panicipation in the drafbng of a new Personnel Policies and procedures Manual. Additionally, we installed a pay-for-performance based. job content driven performance management and evaluation program. and conducted employee training in what to expect updates for Frankfort in I 990 and I993 and are now engaged &om the rahng process. we have conducted salary policy in a complete reevaluation of their overall classification and compensation structure because of a major revlsion in Villageorgahization. employees, which involved the conduct of desk audits and the drection of a job evaluation committee's work on job content evaluation. We analyzed mternal equty and surveyed the appropriate external market to develop a pay plan acceptable to the poke and fire unions and to the Village Council. VILLAGE OF ALGONQUIN, IL - CPMS conducted a position classification, Job evaluation and salary administration study of all the Village's 45 full time positions in 1990. Steps mcluded in the process were employee orientations, desk and field audt intemiew, training a committee in job content evaluation, defuution and surveymg comparable employers, writing new job descriptions, drafhng new salary policy recommendahons, linkage of new salary pohcies with the "Merit" pay plan and presentation of the results to the Village Board VILLAGE OF VILLA PARK, IL - This project involved performing a classificatiodwmpeation system review of all of the Village's 18W employees includmg desk audits job evaluation, revising the Village's classification schedule, with all employees, mining a committee of Village Staff in writing new class specifications for each class; performing intemal equity analysis and external market competitiveness implementing a new pay plan. The Village's Public Works assessment, developing new salary policies and Treatment package plant. facilities include a new "Wet Weatber" Wastewater CITY OF ELMHURST, ILLINOIS - CPMS conducted a complete position classification study of all of the City's 170+ positions. We conducted initial orientations and performed 80 desk audts; trained a committee of set-up a new structure of classifications; analyzed internal management and employees in the job evaluation process; equity; surveyed the municipal labor market; and developed new salary policy recommendations and job descriptions. content driven performance management and evaluation Addtionally, we installed a pay-for-performance base4 job program, and conducted the training needed to implement the new rating process. We also developed a brochure outlirung the ongolng performance evaluation process. which was presented to the employees. in half day training sessions, as part of the overall study FREEPORT PARK DIST., FREEPORT, IL - In 1997, CPMS conducted the District's first formal position classification s~dy of all of the District's 35+ positions; conducted orientations and desk audts; trained management in the job evaluation process; set-up a new srmcture of classifications; analyzed internal equity; surveyed the park &strict labor market; and developed new salary policy recommendations. ELMHURST PARK DISTRICT, ILLWOIS - CPMS job evaluation and salary administration study of the conducted the District's first formal position classification, District's 40+ positions. ne District maintains its om large health and fitness center (with indoor pool, tennis couw. squash wum. indoor track and work-out part of the District's joint recreation program with the equipment), and a small, but modem golf come facility as employee job evaluation committee. semng-up the first Village of Villa Park. llus project included training an smchue of classifications; analyzing internal equity; surveying the municipal labor market; and developing new salary policy recommendations and job descriptions. Also included were post-project orientations with onedn-one sessions with each employee about how the study's results effected each of them and an appeal process using their job evaluation committee to hear the appeals. In 1993, we completed a study of all temporary, seawnal and part-time positions to allow the District to set up compebtive wage rates and pay progression structures for all District resurvey the job market and develop new salary 300+ such positions In January of 1994 we helped the policies for their 1994-95 budget and in Feburary of 1997 helped the District resurvey the job market and develop new we retrained a new Job Content Evaluation Committee and salary policies for their 1997-98 budget. CITY OF PROSPECT HEIGHTS, IL ~ CPMS conducted a complete classification and compensation system study to provide them with their first formal pay plan. This job covered 75+ employees in conduchng job evaluations, writing class specilications. and performing an external market survey. VILLAGE OF MT. PROSPECT, ILLINOIS - CPMS conducted a complete position classikation study of all of the Village's 13W non-union positions. We conducted initial orientations and performed about 100 desk au&ts; employees in the job evaluation process; set-up a new trained a committee of management and a committee of structure of classifications. We analyzed internal equilty; surveyed a municipal labor market; and developed new salary policy recommendations and job descriptions VILLAGE OF ROSELLE, IL - CPMS conducted a complete organmtional analysis and stafling study, together with a posihon classification study of the Village's IOW employee orientations and performed about 60 desk audrts; union and non-won positions. We conducted initial trained a core of key management employees in the job evaluation process; set-up a new sbucture of classif~cations. I analyzed internal equity; surveyed a municipal labor market concerns; and developing new salary policy for compensation. benefits, staliing and organization design both the Village and the Roselle Fire Protection District. recommendations and job descriptions. This study includes performing a classificatiodcompensation system review of VILLAGE OF WWFIELD, IL - This project involved all of the Village's 35+ employees including desk audits with all employees, training a small of Village management in job evduahon, revising the Village's classification schedule, Wnhng new class spec~iications for each class; performing internal equity analysis and external market competitiveness assessment. developing new salary policies and implementing a new pay plan. CITY OF LOCKPORT, IL - CPMS conducted a complete classtlication and compensation system study for the City to provide them with thelr first salary admirustration program. This job covered 50+ employees in Police, Finance, Public Works & Public Utilities (WaterNastewater) job external market survey. Only the Police Department had evaluations, mhg class spectlications, and performing an ever had any type of formal pay plan with range minimums and maximums. All of their departments received new job descriptions. VILLAGE OF RIVER FOREST, lL - CPMS conducted employee orientations, circulated new position description job content of affected positions, and Mote new class questionnaires, conducted individual desk audits, evaluated spectlications for each Vlllage position. Roughly 30 classifications were included in the study. AMERICAN PLANNING ASSOCIATION, Chcago, IL Institute for Cemfied Planners", Management Skills far -Conducted two workshops for the Association's '"American Washington. D.C., covered individual performance and Planners series. The workshops. held in San Francisco and organizational achevement as well as legal issues in personnel for planning adrmnisuators. VILLAGE OF BENSENVILLE, IL - CPMS developed an execuhve and key management level classification and pay plan, where none existed This project included job content evaluation. desk audits, external market surveying, salary policy development, pay plan desigh indvidual job design and job documentation. Direct interviews were held with the employees (includmg the Wastewater Treament Plant Superintendent), after the Village Board approved the study, to assure each individual understood the study's resulis and the impaa on hider. VILLAGE OF LOMBARD, ILLINOIS - In 1987 CPMS directed a complete position classification study of COMMONW€ALTH P€RSONN€L MANAC€M€NT S€RVIC€S 1280 Kent 9 Wheaton, Illinois 60187 Phone: 16301 653-1361 9 Fax: 1630) 752-8751 the Village's BO+ non-union positions; conducted desk audit interviews with a sample of employees. trained a committee of Village employees in job evaluation, allocated all positions to the most appropriate job classifications and developed a new salary plan smcture and salary policies based on internal equity and external market surveys. Also conducted a follow-up employee orientation to describe the project's overall results to the staff and developed a brochure outlining the ongomg salary administration process. We conducting a salary policy update in 1991. lhs study competitive and to review and update job evaluanons for updated the market survey to keep the Village's salary levels internal equity. CITY OF PEORLA IL - In 1989-90 we worked directly with the City PersonneVLabor Relations Department and the 293 of the CI~S full-time positions as part of a study of City AFSCME Union to conduct an evaluation of approximately job classification. job evaluation and salary administration practices. fis study included writing or revising class specification documents. the conduct of over 150 individual employee desk audt interviews, the development of a new position classlfication structure. job content evaluation of all hvo hundred ninety-three employee's positiors and analysis of current salary andor wage rates being paid relative to each position's job content weights, as well as an analysis of current salary practices in relation to other relevant public and private sector employers, primarily in Illinois. The study's objectives were to develop a salary plan that provided internal equity to all distinct occupational groups, and extemally, that provided the salary posture needed to more effectively compete in the marketplace in atUacting participation with the Personnel Office in the job content and retaining qualified staff The Union's active evaluation process wa the key to our abity to establish credibility with the bargaining unit. A joint evalwjon process. New job descriptions were written for Unioflanagement committee was trained in the job each classiftcation and proposed salaries and pay rages were developed for each class. However, just prior to completion of the study report, the City Manager was terminated and the project was placed on hold. CITY OF MNSWG, MICHIGAN - In 1986 we worked directly with the Lansing Independent Employex Union (UAW) and the City Personnel Office to complete a classification and job evaluation study of 340 labor and contract The Union's active participation with the trades positions rhat tied its results into the existing U.A.W .- Personnel Office in the job evaluation process was the key 10 tlus project's success. New guide charts were specifically designed to evaluate the Union jobs and a joint UnionManagemerat committee was trained in the ,ob evaluation process. Just prior to implementation. a thorough employee appeal process was undertaken wth the Job Evaluation Committee hearing appeals from indvidual employees. In September of 1995, an updated training session for new comttee members will be oven. CITY OF BAY CITY, MICHICAN - In 1995-96 we worked directly wth four of the City's five employee unions (2 of which were AFSCME units) and the City Personnel of all 440 represented and non-represented positions that Office to complete a classification and job evaluation study tied its results into the existing conuacts for bargairung unit personnel. The Union's active parbcipation with CPMS and with the Personnel Office was elicited in the job content evaluahon aid a joint UnioniManagement committee was trained in the job evaluation process. At the conclusion of the program, a thorough employee appeal process will be appeals from indvidual employees. We have designed a undertaken with the Job Evaluation Committee hearing policies for inclusion in the next round of negotiations for whole new pay plan and developed updated their salary three of the five bargaining units. KALAMAZOO COUNTY, MICHIGAN - In 1983, Mr. to install a performance evaluation system that linked Gethmann provided the design and conducted the training administrative staff and County Board members with In- individual incrwes to the rating. In 1986 CPMS provided depth traming on salary policy development issues and helped Personnel shfi survey and salary policy development practices from a single salary prac!jce to a multiple salary practice group basls (i.e., one salary policy for Clerical and Office employees, another for Professional and Technical employees, and still another for Executive and Managerial s@. In 1988-89 CPMS conducted a system wide review of the County's 1400 poslbons to update their position evaluation and classification system. This included training a new job evaluation committee and leadmg them through one evaluation per classdicatlon. We further designed a new pay plan and updated their salary policies. CITY OF KALAMAZOO, MI (1991-92) - tlus project involved performing a complete classification and compensation system review of all of the City's 160+ non- union employees includmg desk audts with all participants. the City's classificabon schedule, performing internal equity training a committee of C~ty staff in job evaluation. revising analysis and external market competitiveness assessments. administration policies and implementing a new pay plan. All of these activities were aimed at developing new salary CITY OF PORTAGE, MICHIGAN - In 1987 CPMS designed a complete performance evaluation training program to revitalie their existing process. The training materials covered motivational cornpensation, manapg employee performance, making the system work, and handling the employee rating session. In 1988 we designed and installed a training program to enable their Merit System Appeals Board to bring a hgher degree of objectivity to the review of employee complain& about annual ratings. CPMS conducred a complere class$cation and pry plan updale smdy o/all of the Cily 's /SO+ non-represented employees' psilions @om September 1994 lo January 1995. This study included conducting a desk audit of each employee. running a blue ribbon job evaluation committee their classification and their pay plans and conducting post- [one made up entirely of department heads], redesigning project employee orientations. LAKELAND LIBRARY COOP, GRAND RAPIDS, MI - classification study of dl of the coop.'s 2(H posihons; In 1997, CPMS conducted a first formal position in the job evaluation process; set-up a new mcture of conducted orientations and desk auhts; uained management Miclugan library labor market; and developed new salary classilications; analyzed internal equity; surveyed the policy recommendations and job descriptions. VILLAGE OF JONESVILLE, MI - CPMS conducted a complete classification and compensation system study for the Village to provide them with their first formal pay plan. This job covered 3ot employees in Police, Finance, Public Every employee was involved in an individual desk audit. Works & Public Utilities (Water/Wastewater) job evaluations, writing class specifications. and performing an external market survey. The Village Board was intimately involved in every step of the salary policy development process. Tlis meant that completion of this study required educating a ten member bdy of elected officials in the technical aspem of salary policy development and in the ramhications of selecting a variety of pay plan options. In November of 1996 we helped bringing their system up to date and provided some addtianal training to their new administrative staffemployees CITY OF PONTIAC, MI - Directed a complete position classification study of the City's 900 + positions (includmg all blue collar jobs); conducted desk auht interviews with specifications; trained city employee committee in job a sample of employees; prepared and reviewed class description writing; trained a committee of union and evaluabon; allocated all employee pos~tions; developed a management employees in quantitative job content new salary plan structure and salary policy and tied the plan's base into a fully surveyed municipal salary market. CITY OF SAGINAW, MI - (1984) Provided quality control assistance in the review of job content job content values for benchmark positions, conducted a documentation, conducted committee reevaluations of the new survey of the appropriate munlcipal salary market, and developed salary policy recommendations for three dfferent employeesalary practice-groups. In 1997, we reevaluated all of the City's Human Resource Department professional staff employees and made recommendations to them on the setting of new salary levels based on our data base of 30+ Michigan municipalities. CITY OF SANDUSKY, OH - In 1995-96 CPMS developed the City's kt an executive and key management level classification and pay plan. Thn project included job content evaluation, desk audits, internal equity analysis, external market surveying, salary policy development, pay plan desigR indvidual job design and job documentation. Direct interviews were held with the employees, after the City Commission approved the study, to assure each individual undemood the study's results and the impact on hiher. In 1997, CPMS extended its study to the Civs 20+ Union clerical positions, hich involved conducting orientations and desk audia; setting-up a new structure of classes; analyzing internal equity and developing new pay level recommendations In 1998 we are preparing an update of the labor market survey and will be providing new salary policy recommendations and market adjustments to the pay plan. CITY OF OXFORD, OH - Here CPMS conducted a full classification, job evaluabon and salary admirustration study for all 83 City Civil Service positions, including union covered Police Officer classes. Here also. the City maink a smaU. but modem wastewater treatment facility as part of the City's Public Works Department. Defining enuance requiremenb and employment standards were important aspects of this project. BRYAN BOARD OF LIGHT & POWER, City of Byan, OH ~ Ths project involved the conduct of a classification and pay study of exempt and blue collar jobs and a spec~al survey of blue collar pay rates for murucipal electric utilities in Ohio; and developed a new classification and pay structure. CITY OF CUYAHOGA FALLS, OH - fis job involved COMMONW€ALTH P€RSONN€L MANAG€M€NT S€RVIC€S 1280 Kent 6 Wheston, Illinois 60187 *r Phone: 1630) 653-1361 9 Fax: 16301 752-8751 directing a posihon classification study of all City jobs, oversight of joint consultanVcity staff audts of all employees, restructurmg of their classification plan, and trainmg of one exempt and one non-exempt job evaluation committee. We surveyed external municipal markets and developed a new salary plan that was based on a pay-for- performance concept. CREENE COUNTY, OH - This project contained a new position classification study of all County jobs including the County Nurs~ng Home; the design of new occupational class structure and the drafting of all new class trained exempt and non-exempt job evaluation comn!jttees; specifications. We allocated all employee positions and conducted external market surveys; developed salary policy recommendations; and designed a new pay plan. CITY OF WENTZVILLE, MO - In 1995, CPMS conducted the City's first professional position classification study of all 7O+ positions [including union jobs in Public WorLl; conducted orientatjons and desk audits; trained smcture of classifications; analyzed internal equity; management in the job evaluation process; set-up a new surveyed the municipal labor market; and developed new salary policy recommendations, job descriptions and a new pay plan. CITV OF ROLLA, MISSOURI - In 1987 CPMS conducted a complete position classificatioq job evaluation and salary adnunistration study of the City's 125+ positions. Rolla maintains a small, but modem wastewater treatment facility as part of the City's Public Works Department. This project included training an employee job evaluation committee, writing class specifications, drafhng a new a staffing study of all City departments. Personnel Policies and Procedures Manual and performing CHESTERFIELD COUNTY, VIRGINIA - In 1983-84. Mr. Gethmann drected a comprehensive position classification study of the County's 1400 positions, conducted desk audits, prepared new classification structure allocated all positions; defined nine dfferent salary practice and class specifications; evaluated job wntent of all classes, groups, surveyed nine hfferent practice group mark&; and developed a new salary policy for each salary practice group. convert its non-exempt employee's salary plan from a grade- In 1987. CPMS designed a process for helping the County performance based program The new system keys step, fixed "Merit" system to a variable increase pay-for- increment periods off of Individual employees anniversary dates. The old system granted all "Merit" increases to employees on July 1st of each year Development of the transition plan eased the conversion from an almost "Guaranteed Merit" program to one which offers no absolute guarantees and from a tixed increase date to a floating anniversary date system. A major objective of this analysis was to create a transition process that would obviate monetary loss, especially for employees whose anniversary date would occur almost 12 months after the transition date. CITY OF RICHMOND, VA - Directed the position one desk audt for each of the City's 430 classifications. classification study of the City's 5.900 positions, conducted allocated all positions, reviewed and processed all employee prepared class specifications for all new job classifications. appeals, and supervised the City's Clasification and Pay Office st&. RICHMOND REDEVELOPMENT & HOUSING AUTHORITY, VA - Our 1989 project involved a complete classification and pay system overhaul for the Authority's 354 employees. We conducted orientations and desk audts; trained staff in the job evaluation process; revised the structure of occupational htles; analyzed internal equity; surveyed the mwucipal labor market; and developed new salary policy recommendations, a new pay plan and new job of all classifications. includmg job content and market descriptions for 121 classes. We completed a system review surveys to update pay policies for 1993. ROANOKE REDEVELOPMENT AND HOUSMG AUTHORITY, VA - CPMS conducted a study of classification and compensation needs of ttus 9ot employee organization. Th~s will be the Authoritfs first formal classification and pay study. It involved desk audits of all description preparation [to meet ADA standards], a market indvidual employees, Job wntent evaluahom. job survey of housmg authority and public sector compensalion levels for similarly situated jobs and des& development and installation of a performance evaluation system TOWN OF COLLIERVILLE, TN - CPMS conducted the first complete position classification study of all of the City's 160+ positions, We conducted Initial orientations and performed 65 desk audts. trained a co~nmjttee of management staff in the job evaluation process; set-up a new structure of classifications. &zed internal equty; surveyed the Memphis area municipal labor market, and developed new salary policy. benefits and pay plan recommendations. An additional pm~ect was approved to personal planning goals & performance improvement plans revise their performance appraisal system to add weightings. to their present system. PONTlAC SILVERDOME AUTHORITY, Pootiae. MI - This project involved a complete review of all permanent salzried employee job classifications, Mote new specifications, evaluated job content ofjobs, and conducted a specialized survey of all non-exempt and exempt stadium the U.S. Designed a whole new pay plan and salary policy. management staff from other domed civic stdums around TAMPA PORT AUTHORITY, TAMPA, FL - In 1993, CPMS worked with Schroeder Associates to develop a job evaluation and compensation plan for the Port Authority's top executive and management pos~tions. The study evaluations. new job descriphons and a market survey of a included desk audits of each position, job content uniquely defined market of port authorities along the Atlantic and Gulf coast states. In 1997 we conducted job content evaluations on several new classes, updated the evaluations on all management jobs !hat had changed and conducted a new market survey and salary policy update Study. COMMONW€ALTH P€R.SONN€L MANAC€M€NT S€RUIC€S 1280 Kent 0 Wheaton, IL 60187 0 16301 653-1361 0 FAX 16301 752-8751 BIOGRAPHICAL SKETCH BARTON R. GETHMANN, MGA As Rcsldent ofCommonw& P-el Management SHvlcrr. services to local gaernmeuts, health UR pddem eduutlooll Mr.Gemmann prwldeshumanrewnucesmuugementCQIISdUng ~nstlhmons. and pdvm dor cllenk cmerlng a wide range of personnel management problems. He has aqulred speclflc expertlse In job deslp and documentalion; qvladtltlve job cmtentevallutlonfln~mldonwmmhYeemuvgmrrntl lnted equlty adysls and uterml hbor mukd deflnklon and market suney technlqua; bene*. wage and sahy pollcy and development of py-for-perfoomunce plans and job content development Ilndud(ngpypIan deslgVlmpkn~mA deslp based performance evddon systems. Mr. Gethnunn Is the owner, manager and chlef consuhnt for CPW whore prow range fmm classlflcatlon/compendon studles, organl?xUon arulyrls and deslgn phns, and rmtegic andprocedurrsmanuals.Hehrbillmdsupmlsorsandmuvgm stlfflnglp~n~d~e~l~ng~~~~udes to be more effective raters and has helped adapt halt based performance apprdul plans to make them more lob content mhed- In 1978 Mr. Gemmann earned bls hbstefs of Governmental Admlnlsbdond~fmmtheF&~d~Gom?Jn~ of the Wbuton school of the Unlverslty of Pennsylvanh. Hls twenty-elght y- of uperlence Include thlrteen years as a personnel pndoner wlth Pennsylvanhs State Government. Theyhlndudeftfteenyeasasa~ --slxywwlth Hay In Chlugo Ihe sed as a Pllndpll Consultant wlth Hay1 and nlne yw as a self-employed consultant. Hls consuMng pndce has focused on state and Id government agendes. He has unduded or puadpated In complete porlaon cllsslflcatlon and compenvtlon system studles and/or perfomuncemuugementandevdudcm+TrtMllforthefoUowlng dlenkl.lmrlr*dendashdeS~d~d~m of puhmnance muoyeorent d eduatYon pmpamsl. Tamp Port AutborUy. Tampa, R The State of South Dakota, Plem. SD Stetron Unlverslty College of Law. Gulfport R me Town of Colllervllle. TN' The Clty of Pmsped Helm. ll* The Vllhge of Rowlle. llllnols The Vllkge of Mt. Pmsped, Ullnols McHenty County Houslng AuthorUy. Woodstock, ll The Clty of Woodstock, Ullnols' hke County Government, Waukw. llllnols Argonne WOMI Lab, Unlv. of Chlugo The Clty of Elmhum Illlnols' Elmhurd Park Dlshla Elmhurrt IL Elmhurd Publlc Schools. Elmhurd IL The Vllhge of Frankfort, llllnols :he Vllhge of Algonquln, llllnols e Vllhge of New Lenor. Illlnols' The Vllhge of BensenvlUe, llllnok The Vllkge of Wlnfleld. IlUnols The Vllhge of Wlnnelh. llllnols DuPage County Government, llllnols Q The Vllkge of Lombard, llllnols The Clty of West Chlugo. IlUnolr The Clty of jollet, IlUnols The Clty of Peorlq llllnols The Clty of BoUngbrook, llllnols The Clty of Lockport, llllnols The Wlhge of hntoul. Illlnols' The Vllhge of her Forest, llllnols The Vllhge of Vllla Park. llllnols The Clty of Bay Ctty. Mlchlgan The Clty of hnslng. Mlchlgan The Ctty of Kalawoo. Mlchlgan Kahmuoo County Government, Mlchlgan' The Ctty of Portage. Mlchlgan Iakeknd Uhmy Cooperatlve. Grand hplds. MI The Clty of Saglnaw, Mlchlgan' The Vllhge of Joncnllle. MI Upper Penlnsuh Comm. for Area Prom EscdMba, MI' The Clty of Roll& Mlssourl Kansas CHy Water Servlces Department, Kansas uty. MO The Clty oP Wentmllle. MO The Clty of Sandusky. Ohlo The Clty of Oxford. Ohlo' The Clty of Cuyahoga Fds. Ohlo Green County Government, Xenla, Ohlo The Clty of Rlchmond, VA Rlchmond Redevelopment h Houslng Ah, VA Cheerfield County Government, Chesterfield, VA Roanoke Redevelopment h Houslng Auth.. VA The CHy of kloh Wl Chesterfield County Publlc Schools, Chesterfield, VA GRen Bay Metmpohn Sewerage Dl~ct Wl Kenasha Unlfled School Dldd #I, Kenasha. WI The Clty of Meqnon. Wlsconsln Mad1500 Metm Sewenge Dldd. Wl The uty of hclne. Wkconsln' Mllrraukee County Government, Wlwonsln Wdwohth County Government, Wlsconsln Weyenberg Publlc Ubmy, Mequon, Wl Jefferson County Government, Beaumont, Texas Mr. GeUumnn k &a of numerous ddes lndudlng "The Job Market, Sex DL and Comparable Wotth" IVolume 60. No. I, mBUC ERS3NNEl MANAWNI - Summer 87. pg. 173-801. He has been the feulumd speaker at pmfesslod mdnp lndudlngthe PubUcFmployeehborRddlonsAsochUon(IP[a). and the lntermtlod Personnel Mmugement ArwKlaUon. He also conduded worlrshops In performance appdd for the Am&= Planning Assoddion. The sesslons covered lndlvldlul perfomvnce and ~rgllllutl~~l achlevement, as well as legal Issues In personnel management. Mr. GethrmM has sewed as an expert wltnes for hbor rehtlons arbltratlon heating at Lake County, IL Wdworth County. WI and the PA Depurment of Transpoltltlon. Many Of hls as pat of the overall process. duslflutla,Etudlerhvelmdred~nlngunftreprrsent;mves